International Human Resource Management-MJ Version
2 Describe the key characteristics of multidomestic, international, global and transnational companies. Would you agree that it ...
Burns, T., Stalker, G.M. (1961) The Management of Innovation, London: Tavistock Publications. Chandler, A.D. (1962) Strategy and ...
Porter, M.E. (1986) ‘Competition in Global Industries: A Conceptual Framework’, in: Porter, M.E., Competition in Global Industri ...
3 International Human Resource Management: Recent Developments in Theory and Empirical Research Hugh Scullion and Jaap Paauwe 1 ...
perspective (Boyacigiller and Adler, 1991). A further critique suggested that the IHRM literature suffered from the conceptual a ...
by the development of networks of personal relationships and horizontal communication channels (Bartlett and Ghoshal, 1990; Fors ...
international HRM policy and practice in multidomestic and transnational or globally integrated firms (Kobrin, 1992). Other rese ...
domestic: focus on home market and export; international: focus on local responsiveness and transfer of learning; multinational ...
Phase I Phase II Phase III Phase IV Location of cross-cultural interaction (Adler and Ghadar, 1990: 244) FIGURE 3.1 Phases and a ...
Globalization and human resource management Phase I Phase II Phase III Phase IV Domestic International Multinational Global Prim ...
organizational values and norms is one of human resource management’s most important tasks. After all, this will contribute to a ...
internal trade barriers and integration of national barriers in the EU which have led to a new range of inter-organizational rel ...
practices and competitive advantage or firm performance (Becker and Gerhart, 1996; Paauwe and Richardson, 1997).However, while s ...
literature is that HR specialists, senior or otherwise, are not typically key players in the development of corporate strategy’. ...
potential local managers and third country nationals (TCNs) (Scullion and Starkey, 2000). In particular, the practice of impatri ...
influence of the corporate HR function over the management of senior expatriates and the development of high potential managers ...
Brewster, 2001). Third, and most important, is the need to utilize much further the practice of impatriation – which has been de ...
experience the repatriation process as falling far short of expectations (Stroh et al., 1998; Linehan and Scullion, 2002b; see a ...
Global business management Effective global business management complies with the demands of global efficiency and competitivene ...
sources with internal centres of excellence wherever they may be located’ (Bartlett and Ghoshal, 2000: 710). Geographic subsidia ...
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