summary, this chapter has suggested that international HRM must increasingly
be linked to the international strategy of the firm and that developing global
leaders is a first priority in the management of international human resources
in the global firm. The next chapter will investigate the role of human resources
in (international) mergers and acquisitions, which have become an increasingly
popular strategy for achieving corporate growth and diversification.
7 DISCUSSION QUESTIONS
1 Discuss the reasons for the rapid growth in significance of international HRM
over the last decade.
2 Examine the changing role of the corporate human resource function in inter-
national firms.
3 Discuss the major human resource management problems facing international
firms regarding the supply of international managers.
4 Discuss the main challenges associated with the development of transnational
managers.
8 FURTHER READING
- De Cieri, H. and P.J. Dowling (1999) ‘ Strategic human resource management in multi-
national enterprises: theoretical and empirical developments’, in P.M. Wright et al.
(eds) Research in Personnel and Human Resources Management, Stamford, CT: JAI
Press, pp. 305–327.
A comprehensive and critical review of recent models of strategic HRM in the international firm.
A new framework of strategic HRM is presented. - Scullion, H. and C. Brewster, (2001) ‘Managing expatriates: messages from Europe’,
Journal of World Business, 36(4), pp. 346–365.
A good review of expatriation in the European context. The changing pattern of expatriation in
Europe is examined and the implications for organizations and expatriates are considered. - Scullion, H. and K. Starkey (2000) ‘ The changing role of the corporate human
resource function in the international firm’, International Journal of Human Resource
Management, 11(6), pp.1061–1081.
A significant article which examines the strategic human resource challenges and issues
facing the corporate human resource function in different types of international firm.
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