Challenges, and Concerns in Four Contemporary Themes in International Human Resource Management

• Autorzy: Randall Schuler , Ibraiz Tarique

Warianty tytułu

Problemy, wyzwania oraz obawy w czterech współczesnych obszarach międzynarodowego ZZL

• Języki publikacji: EN

Abstrakty

EN

Multinational enterprises recognize that international human resources management plays an important role in gaining and retaining competitive advantage in today's highly competitive global business environment. The field of international human resource management is about understanding, researching, applying, and revising all human resource activities in their internal and external contexts as they impact the processes of managing human resources in multinational enterprises throughout the global environment to enhance the experience of multiple stakeholders. The pur-pose of international human resource management is to enable the firm-the multinational enterpriseto be globally successful. In this article, we update and summarize findings from our research related to four important and contemporary themes that have emerged in recent years in the field of international human resource management: 1) Global Staffing; 2) Composing a Multinational Workforce; 3) Developing a Multinational Workforce; and 4) Cross-Border Alliances. (original abstract)

Przedsiębiorstwa globalne wiedzą, że międzynarodowe zarządzanie zasobami ludzkimi [IHRM] odgrywa ważną rolę w osiąganiu i utrzymaniu przewagi konkurencyjnej. Obszar międzynarodowego ZZL obejmuje badanie, zrozumienie, zastosowania oraz przekształcenie całości działań zasobów ludzkich zarówno w kontekście otoczenia wewnętrznego, jak i zewnętrznego firmy. Działania te wpływają bowiem, i na procesy zzl w przedsiębiorstwach wielonarodowościowych, i na całe środowisko globalne. Celem międzynarodowego zarządzania zasobami ludzkimi jest umożliwienie firmom wielonarodowościowym odniesienie globalnego sukcesu. W artykule uaktualniono i streszczono wyniki badań związanych z czterema ważnymi obszarami IHRM: 1) globalne zatrudnienie, 2) kompletowanie wielonarodowościowej siły roboczej, 3) rozwój wielonarodowościowej siły roboczej oraz 4) alianse transgraniczne. (abstrakt oryginalny)

Słowa kluczowe

EN

Competing in global markets; Human Resources Management (HRM); International enterprise; Enterprise competitiveness; Employment policy

PL

Konkurowanie na rynkach globalnych; Zarządzanie zasobami ludzkimi; Przedsiębiorstwo międzynarodowe; Konkurencyjność przedsiębiorstwa; Polityka zatrudnienia

• Czasopismo: Zarządzanie Zasobami Ludzkimi
• Rocznik: 2006
• Numer: nr 6
• Strony: 33--46

Twórcy

autor

Randall Schuler

autor

Ibraiz Tarique

Bibliografia

• Black J. and Gregersen H. (2000), "High Impact Training: Forging Leaders for the Global" Frontier, Human Resource Management, 39(2 and 3), pp. 173-184.
• Brewster C., Sparrow P. and Harris H. (2005), "Towards a New Model of Globalizing Human Resource Management," International Journal of Human Resource Management, 16, pp. 949—970.
• Briscoe D. and Schuler R. (2004), International Human Resource Management: Policies and Practices for the Global Enterprise (2nd Edition), (Routledge).
• Caligiuri P. and Tarique I. (2005), "International Assignee Selection and Cross-Cultural Training and Development" in I. Björkman and G. Stahl (Editors), Handbook of Research in IHRM. (Edward Elgar Publishing).
• Caligiuri P. (2007), "Developing global leaders," Human Resource Management Review (in-press).
• Caliguiri P., Tarique I., and Lazarova M. (2005), "Training, learning, and development in multinational corporations," in H. Scullion and M. Linehan (editors), International Human Resource Management. (Palgrave Macmillan).
• Cohen W. and Levinthal D. (1990), "Absorptive Capacity: A New Perspective on Learning and Innovations," Administrative Science Quarterly, 35, pp. 128-152.
• Cyr D. and Schneider S. (1996), "Implications for Learning: Human Resource Management in East-West Joint Ventures," Organization Studies 17, pp. 207-226.
• Dickson M., Hartog D. and Mitchelson J. (2003), "Research on Leadership in a Cross-Cultural Context: Making Progress, and Raising New Questions," The Leadership Quarterly, 14, pp. 729-768.
• Evans P., Pucik V. and Barsoux L. (2002), The Global Challenge: Frameworks for International Human Resource Management, (McGraw-Hill).
• Galbraith J. (1992), The Value Adding Corporation. Center for Effective Organizations, University of Southern California.
• Ghoshal S. (1987), "Global strategy: An Organizing Framework, Strategic Management Journal, 8, pp. 425-440.
• Gong Y. (2003), "Toward a Dynamic Process Model of Staffing Composition and Subsidiary Outcomes in Multinational Enterprises," Journal of Management, 29, pp. 259—280.
• Gupta A. and Govindarajan V. (2002), "Cultivating a global mindset," The Academy of Management Executive, 16, pp. 116—126
• Gulati R. (1998), "Alliances and networks," Strategic Management Journal, 19, pp. 293-317.
• Harzing A-W. (2001), "Who's in Charge? An Empirical Study of Executive Staffing Practices in Foreign Subsidiaries," Human Resource Management, 40 (2), pp. 139-158.
• Kealey D. and Protheroe D. (1996), "The Effectiveness of Cross Culture Training for Expatriates: an Assessment of the Literature on the Issue," International Journal of Intercultural Relations, 20, pp. 141-165
• Luo Y. (2002), "Contract, Cooperation, and Performance in International Joint Ventures," Strategic Management Journal, 23, pp. 903-919.
• Morrison, A. (2000), "Developing a Global Leadership Model," Human Resource Management, 39, pp. 117-131.
• Perlmutter H. (1969), "The Tortuous Evolution of the Multinational Corporation, Columbia Journal of World Business, 4, pp. 9-18.
• Revnolds C. (1997), "Strategic Employment of Third Country Nationals," Human ResourcePlanning, Vol. 20(1), pp. 33-43
• Schuler R. and Jackson S. (1987), "Linking Competitive Strategy and Human Resource Management Practices," Academic Management Executive, 3, pp. 207-19.
• Schuler R. and Tarique I. (2006a), "Alliance Forms and HR Issues, Implications and Significance," in O. Shenkar andj. Reuer (editors), Handbook of Strategic Alliances. Thousand Oaks, California: Sage.
• Schuler R. and Tarique I. (2006b), "International Joint Venture System Complexity and Human Resource Management," in I. Björkman and G. Stahl (editors), Handbook of Research in IHRM, UK: Edward Elgar Publishing.
• Schuler R. and Tarique I. (2007), "International Human Resource Management: A Thematic Update and Suggestions for Future Research," International Journal+ofHuman Resource Management (in press).
• Schuler R. and Tarique I. (2003), International Human Resource Management: Thematic Discussions, 7th Conference on International HRM, Limerick, Ireland.
• Schuler R., Bowling P. and DeCieri H. (1993), "An Integrative Framework for Strategic International Human Resource Management. International Journal of Human Resource Management, 4, pp. 717—764. Published concurrently in the Journal of Management, 19, pp. 419-459.
• Schuler R., Budhwar P. and Florkowski G. (2002), "International Human Resource Management: Review and Critique," International Journal of Management Reviews, 4, pp. 41—70.
• Schuler R. and Jackson S. (2005), "A Quarter-Century Review of Human Resource Management in the U.S. The Growth in Importance of the International Perspective. Management Revue, 16, pp. 11-35.
• Scullion H. and Collings D. (2006), "Global staffing," (Routledge).
• Seimer J., Torbiorn I. and De Leon T. (1998), "Sequential Cross-Cultural Training for Expatriate Business Mangers: Predeparture and Post-Arrival," The International Journal of Human Resource Management, 9, pp. 831-840
• Sparrow P.S. and Brewster C. (2006), "Globalizing HRM: The Growing Revolution in Managing Employees Internationally," in C. Cooper and R. Burke (editors), The Human Resources Revolution: Research and Practice, London: Elsevier.
• Spreitzer G., McCall M. and Mahoney J. (1997), "The Early Identification of International Executive Potential," Journal of Applied Psychology, 82, pp. 6-29.
• Stahl G. and Bjorkman I. (2006), Handbook of Research in International Human Resource Management, (Edgar Elgar).
• Suutari V. (2002), "Global leader development: an emerging research agenda," Career Development International, 1, pp. 218-33.
• Taylor S., Beechler S. and Napier N. (1996), "Toward an Integrative Model of Strategic International Human Resource Management," The Academy of Management Review, 21, PP. 959-986
• Tarique I. (2002), "Influence of In-Country Cross Cultural Training on Cultural Knowledge and cross Cultural Adjustment," unpublished Master's Thesis, Rutgers University, New Brunswick, New Jersey, USA.
• Tanque I. and Caligiuri P. (2004), "Training and development of international staff," in A. W. Harzing and J. Van Ruysseveldt (Editors), International Human Resource Management, (Sage).
• Tanque I. (2005), International Executive Development: The Influence of International evelopmental Activities, Personality, and Early International Experience on Success in Global Work c ivities, Unpublished Dissertation, Rutgers University, New Brunswick, New Jersey, U.S.A.
• panque I. (2006), Predicting Global Job Pursuit Intentions and Attraction to MNEs: The Role of l°r Non-Work international Experience, Openness to Experience, and Extroversion, paper Presented at the 66th Annual Academy of Management Meeting, Atlanta, Georgia.
• Tarique L, Schuler R. and Gong Y. (2006), "A model of multinational enterprise subsidiary staffing composition," International Journal of Human Resource Management, 17, pp. 207-224.
• Tung R. and Thomas D. (2003), "Human Resource Management in a Global World: The Contingency Framework Extended," in D. Tjosvold and K. Leung (Editors) Cross-Cultural Management: Foundations and Future, U.K: Ashgate.
• Zeira Y. and Shenkar O. (1990), "Interactive and Specific Parent Characteristics: Implications for Management and Human Resources in International Joint Ventures," Management International Review, 30, pp. 7—22.