demand conditions 21–2
developing countries
colonial legacy 225–31
crossvergence and hybridization 234–7,
238 , 240
HRM and national culture 231–3
HRM-related issues 223–5
management approaches 238–43
developing–developed (Western) world
paradigm 223, 225, 231, 236
developmental assignments 287, 349
dialectic approach, actor–system
relations 134 , 136
didactic approach, training 291
differentiation/integration phase 68
diffuseness vsspecificity 151–2
distribution of assets and resources 80
distributive bargaining 447–9
diversity 425–7
management styles 372–3
vsconvergence 427–8
division of labour 12, 15
international trends 24–7
societal analysis 137
domestic phase (I) 69, 70, 72
domestic rivalry 22
domestic vsmultinational companies
(MNCs) 34–6
dominance effects, employment practices
transfer 396–400
downtime, repatriation 341
dual allegiance 275, 276
‘dual convergence’ 428East Asia
capitalist market economies 200–8
socialist market economies 208–15
tradition philosophy 196–200,
208, 211–12
Eastern European countries 181
eclectic theory 17–19, 39, 41
Economic and Monetary Union (EMU)
433, 434, 435, 439–41, 444, 445,
446, 459
economies of scale 14–15, 17, 19, 29
economies of scope 29–30
education
expatriate children 314
highly skilled employees 26
and recruitment, Japan 202
systems, France vsGermany 135–6
unskilled labour force 25
see alsocross-cultural training (CCT);
training and development
effective communication (M&A) 101–2, 103electronic CCT (e-CCT) 297–8
evaluation 298–9
emerging countries seedeveloping countries
employment practices transfer
case studies 398–400, 404–6
culturalist approach 392–3
four influences framework 394–406
political approach 393–4
rational approach 391–2
empowerment, concept of 239–40
EMU see Economic and Monetary Union
entry level barriers, women 360
environment orientation 158, 160
environmental adaptation 268–9
ethno-centric (home country) orientation
59, 60 , 252, 312–13, 473
Euro-company 444, 458, 475–6
and globalization 459–62
and national business systems 462–6
Europe (EU) 136–7, 401
21st century enlargement 171–2
country specificities 183–7
differences within 179–87
geo-politics 168–9
HRM model 169–71, 179
vsUS model 173–9
international trade 10
regional clusters 180–3
social model(s) of capitalism 421–7
see alsoindustrial relations, EU
European Commission 435, 436, 438–9,
440–1, 442, 459
European MNC employees 253, 255 , 256
European Monetary Fund (EMF) 443
European Trade Union Congress (ETUC) 443
European Works Councils (EWCs) 451–2,
458–9, 466, 468–75, 476–7
agreements 471–2
directives 469
geographical scope/sectoral
diffusion 469–70
practice 472–5
executive assignments 287, 349–50
exit and voice 418–20, 421–2, 423
expatriate assignments seeglobal
assignments
expatriates
adjustment goal of CCT 290, 295–6
adjustment model 271–3
benefits from assignments 335–6
communication with 339–40
definition 252
failure 273–5
mentoring programs 340
recruitment and selection 268–71492 International Human Resource Management3122-Sub-Index.qxd 10/29/03 2:32 PM Page 492