After two decades of research and practical development in international human resource management, this book provides a needed reframing of that field. Its audience is academic scholars, managers in firms facing global competition, as well as experienced MBA and executive students.
In Part I, the first two chapters help the reader understand the scope of the global challenges for human resource management from historical and conceptual perspectives. One of the frameworks underlying the book is introduced, the three facets of HRM: (i) the builder who must get the basics in place while recognizing that the added value of HRM comes from its coherence with the strategy and environment, not from the HR activities themselves; (ii) the change partner, facilitating the process of realignment as strategies and the environment change; and (iii) the navigator who steers through the tensions created by dualities that color the multinational organization.
The four chapters in Part II explore the HRM implications of four strategies for international growth integrated strategies centering on the mother company, locally responsive strategies, growth through JVs and alliances, and through mergers and acquisitions. Part III addresses the role of human resource management in coping with the tensions and contradictions of the transnational firm a firm that must be local and global, focused on todays quarterly results and tomorrows stream of products or services. This consists of three chapters, focusing respectively on mastering network coordination, developing talent, and steering through the tensions of change and global innovation. Part IV summarizes the implication of the global challenge, above all for the professional human resource manager.
McGraw Hill/Irwin, 2002