Globalization and human resource management
Phase I Phase II Phase III Phase IV
Domestic International Multinational GlobalPrimary Product/service Market Price Strategy
orientation
Strategy Domestic Multidomestic Multinational Global
Worldwide Allow foreign Increase market Source, produce Gain global,
strategy clients to buy internationally and market strategic,
products/service transfer internationally competitive
technology advantage
abroad
Staffing
Expatriates None- (few) Many Some Many
Why sent Junket To sell, control Control Coordination
or transfer and integration
technology
Who sent OK performers, Very good High-potential
sales people performers managers and
top executives
Purpose Reward Project ‘To Project and Career and
get job done’ career organizational
development development
Career impact Negative Bad for domes- Important for Essential for
tic career global career executive suite
Professional Somewhat Extremely Less difficult Professionally
re-entry difficult difficult easy
Training and None Limited Longer Continuous
development (one week) throughout
(language career
and cross-
cultural
management)
For whom No one Expatriates Expatriates Managers
Performance Corporate Subsidiary Corporate Global strategic
appraisal bottom line bottom line bottom line positioning
Motivation Money Money and Challenge and Challenge
assumption motivates adventure opportunity opportunity,
advancement
Rewarding Extra money Extra money Less generous, Less generous,
to compensate to compensate global packages global packages
for foreign for foreign
hardships hardships
Career Domestic Domestic Token Global
‘fast track’ international
Executive Home country Home country Home country; Multinational
passport token foreigners
Necessary Technical and Plus cultural Plus recognizing Plus cross-
skills managerial adaptation cultural cultural
differences interaction,
influence
and synergy
Bartlett/ Domestic Multidomestic/ Global Transnational
Ghoshal International
Source:Adler and Ghadar, 1990: 246
TABLE 3.1