9 HRM in Developing Countries
Terence Jackson1 Introduction 221
2 Issues in discussing HRM in developing countries 223
3 Current perceptions of HRM in developing countries: the colonial legacy 225
4 Challenging the concept of HRM in developing countries 231
5 Developing an understanding of HRM in emerging countries:
crossvergence and hybridization 234
6 Developing approaches to managing people in emerging countries 238
7 Conclusions 243
8 Discussion questions 244
9 Further reading 245
References 245
1 INTRODUCTION
Countries that have been termed ‘developing’ comprise some 80% of the globe.
However, such countries have suffered from a negative image and under-
exposure in the mainstream management literature. Punnett (in press) points
to the difficulties and sensitivities of defining what is, and what is not, a
developing country. The term ‘developed’ country is used (for example by the
United States Council for International Business) to distinguish industrialized
countries, normally the 24 OECD members from developing countries or LDCs