Issue Information

The international human resource management (IHRM) field naturally lends itself to spotlighting the importance of internal and external organizational contexts to help understand how to manage employees in organizations effectively. However, we argue that the range of opportunities that the field creates to understand this context has not yet been fully embraced by IHRM scholars. To address this gap, this special issue explores: (a) the variety of approaches to theorizing how contexts promote or constrain organizational practice; and (b) relevant methodologies that might allow us to unearth novel context-dependent theory in international HRM. We propose a distinction between variable-oriented theorizing (that explains the effects of internal and external contexts on the phenomena under study) and context-dependent theorizing (that requires researchers become intimately familiar with the setting under study to understand context as a shaper of meaning). This editorial also highlights how the articles in the special issue contribute to stimulating further context-dependent IHRM research.     

Creating high performance teamwork in organizations

The adoption of teams continues to increase in almost every domain of modern work life. In the current article we review evidence of the complexity of modern work, industry trends in the use of teams, and the challenges of achieving the full potential of organizational work teams. We aimed to meaningfully move forward the science of high performance teamwork by assembling a focused set of review articles in the present special issue. We consider four themes that capture the articles in this special issue and avenues for achieving the full potential of teams: (1) work across boundaries; (2) build effective team processes and states; (3) manage team development issues; and (4) leverage human capital. Collectively, the contents of this special issue offer important new opportunities for advancing future research and for making a practical difference in the effectiveness of teams in organizations. We identify six areas in which future research efforts in high performance teamwork should be directed based on “realities” that, in our view, need to be addressed.     

International human resource management in the 21st century: emerging themes and contemporary debates

This article introduces the special issue of Human Resource Management Journal on International Human Resource Management in the 21st Century. We begin by considering some of the key aspects of the changing landscape of international business and the key emergent issues for IHRM at the beginning of the 21st century. Key themes which we consider include: the changing nature of the global economic landscape, with a particular focus on India, China and Central and Eastern Europe; increasing global terrorism in the post‐9/11 world; the changing nature of careers; and, finally, changing patterns of global staffing. We then conclude by outlining the content of the special issue.     

Globalization of HR at function level: four UK-based case studies of the international recruitment and selection process

A series of the changes are being wrought on a range of IHRM functions – recruitment, global staffing, management development and careers, and rewards – by the process of globalization highlighting the difference between globally standardized, optimized or localized HR processes. However, our theoretical understanding of the issues involved is still driven by concepts rooted in global staffing strategies based on the management of small cadres of international managers, such as expatriates. The fragmentation of international employee populations and the changing structure and role of international HR functions has raised three important questions. The first concerns the study of globalization processes at functional level (staffing) and whether this can provide useful insights for the IHRM literature. The second concerns the indicators that best evidence globalization of staffing at the functional level, and whether these might form the basis of useful future research. The third concerns the patterns or strategies within the global HR recruitment activity of organizations across domestic and overseas labour markets and whether these patterns can be explained by existing theory. This paper reports on a study of firm-level developments in international recruitment and selection, drawing upon an analysis of four case studies each conducted in four theoretically derived contexts of centralized or decentralized control and co-ordination, and focus on domestic or overseas markets. It examines the disparities between policy and practice through interview of HR actors at corporate level and in country operations.     

Managing the HR dimension of international project operations

While much is known about the role of HRM in achieving positive outcomes in foreign subsidiary and international joint venture contexts, there has been a paucity of research into HRM issues in international project operations. In this paper, we develop an analytical framework to demonstrate the HR activities of each stage of the international project lifecycle, drawing upon supporting data from a study of Australian firms in international development projects. The discontinuous, complex and unique characteristics of international projects produce distinct IHRM challenges: for the supplying firm, particularly staff deployment and HR planning; and for project workers, in terms of career trajectory and job security.     

The challenge of international human resource management: balancing the duality of strategy and practice

Over the last two decades there has been an unprecedented increase in the number of organizations that have internationalized their operations. The international movement of labour that has been concomitant with such expansion of international business has meant that issues associated with the management of human resources across international borders are increasingly important to international human resource managers and academics. The research presented in this paper examines international human resource management (IHRM) pedagogy and practice in Australia. It reports IHRM academicians' and practitioners' understanding of the major issues for teaching and practice in IHRM and elucidates current developments and directions for this field.     

The role of HR managers in international mergers and acquisitions: a multiple case study

The article departs from the existing research treatment of expatriation as an individual-level phenomenon, and looks at the expatriation of work teams. We examine the performance management of expatriate teams brought in from 17 independent organizations to work on a new-product development project. We find that the teams faced diverse stakeholder expectations and that these stakeholders' expectations were a source of tension for the teams. The teams responded by adopting performance management strategies that tended to prioritize their respective home organizations' expectations. We discuss the vulnerability of contextual performance and the relative insignificance of national cultural differences in this expatriation context. We propose practical considerations and an agenda for further international human resource management (IHRM) research on expatriate teams.     

The scope and trajectory of strategic HR research: evidence from American and British journals

Many have argued that the field of human resource (HR) management has successfully transformed itself from the functional orientation of personnel management to a strategic orientation that is more relevant to the goals and effectiveness of business in the current competitive landscape. In this article, we assess that proposition by reviewing almost 1000 award-winning papers and articles published in leading US and British management journals since the mid-1990s. We use this data to evaluate the scope of HR research in the field, the extent to which it has changed, and whether changes in this research have kept pace with changes that organizations face in the current global economy. Consistent with the strategic HR framework, we find that the question of the link between HR and performance has, indeed, become the dominant one among both micro- and macro-organizational scholars. Contrary to expectations, however, micro-level research continues to be more prevalent than macro-organizational studies; and we find little change in the subjects and sites of research or theoretical approaches adopted. These characteristics of HR research are in sharp contrast with the dramatic changes occurring in the world of work – suggesting a mismatch between what HR scholars study and what issues and dilemmas organizations face. Finally, by assessing similarities and differences between the American and British scholarship, we are able to suggest a research agenda, more relevant to the current global economy, which builds on the strengths of each tradition.     

A contingency matrix approach to IHRM

The global economy is a reality. The challenge facing international human resource management (IHRM) is not whether to use widely recognized HR concepts and techniques but rather how to effectively adapt and fit them across cultures. The purpose of this article is to suggest and demonstrate a contingency matrix approach to IHRM. After first explaining what is meant by the contingency matrix approach, the remainder of the article uses a sampling of the HR research literature from Japan, Germany, Mexico, and China to show how a contingency matrix could be used for effective IHRM. © 1997 John Wiley & Sons, Inc.     

Towards a strategic understanding of global teams and their HR implications: an expert dialogue

Abstract

Drawing on initial insights emerging from a panel at the EIBA 2016 Conference in Vienna, here discussants and expert panelists engage in a follow-on conversation on the HRM implications of global teams for international organizations. First we set out how HRM can enable global teams and their constituent members to overcome the new and considerable challenges of global teams. These challenges span levels of analysis, time and space. Next we debate global teams as a strategic response to the dual pressures of global integration and local adaptation. We consider what HRM is needed for global teams to successfully resolve this dilemma, challenging practitioners to move beyond the ‘best practices’ and ‘alignment’ dichotomy. Lastly we look to the future to consider implications for research. We propose a rich research agenda focused on the complexities of the global team context.     

A social institutionalist perspective on HR diffusion: historical and cultural receptivity to HRM in a post-communist context

This research considers cross-national diffusion of international human resource management (IHRM) ideas and practices by applying an emergent frame of sociological conceptualisation – ‘social institutionalism’ (SI). We look at cultural filters to patterns of diffusion, assimilation and adoption of IHRM, using Romania as a case study. The paper considers the former Communist system of employment relations, suggesting that through institutionalisation former ways of thinking have a residual influence on definitions and practice of people management in post-Communist Eastern Europe. The paper provides a new perspective on HRM by discussing the value of SI as a general model for understanding cross-cultural receptivity to HR ideas, sensitising the HR practitioner and academic to institutionalised culture as a historical legacy influencing absorption of international management ideas.     

Guest editors' introduction growth and globalization: Evolution of human resource management practices in Asia

In this introductory note, we offer an overview of how human resource management in Asian countries and corporations is evolving in the face of rapid business growth and integration into the global economy and we describe how the articles in this Special Issue contribute to new knowledge and insights regarding key issues, challenges, and evolution in the field of HRM in Asia. Driven by the combined forces of rapid gross domestic product growth in many Asian economies and their further integration into the global business arena, firms in Asia are in constant flux, no matter whether they are developed economies like Japan, Korea, andTaiwan; developing economies like Malaysia andThailand; or transitional economies like China and Vietnam. How will HRM systems in these countries evolve and transform under the combined forces of growth and globalization? We argue that HRM systems in these Asian firms most likely will evolve toward “bounded convergence.” The demands and expectations of the HR function to take on strategic roles (versus administrative roles) and address critical HR issues like attracting and retaining key talent, building talent pipelines, and creating high‐performing cultures are greater than ever. We conclude with a high‐level summary of the key contribution of the eight articles covered in this Special Issue. © 2008 Wiley Periodicals, Inc.     

Emerging issues and challenges in global staffing: a North American perspective

Multinational enterprises (MNEs) recognize that human resources play an important role in gaining a competitive advantage in today's highly competitive global business environment. While all aspects of managing human resources are important, staffing, continues to be an essential IHRM activity that helps MNEs in their need for coordination and control across widely dispersed units. As such, researchers and practitioners alike are interested in addressing the key issues and challenges in staffing the several types of employees that comprise the global or multinational workforce. We focus on three issues that have emerged in recent years regarding how MNEs staff their multinational workforce including: 1) managing different types of employee groups; 2) selection and management of employees posted to international assignments; and, 3) receptivity to international careers among early career individuals. We review these and then describe an empirical study conducted on the third issue.     

Human resource management research and practice in Asia: Past,present and future

The continuing emergence of Asia as a critically important continent for the foreseeable future has renewed interest in understanding theory and practice in this region. This special issue was designed to shed light on human resource management (HRM) issues in this region, and to help guide future research in and on this region. In this introductory article, we first analyze the growth of HRM scholarship in Asia, by examining the research published over the last twenty-five years. We then describe the genesis of this special issue, and summarize the key themes emerging from the review articles in the issue. These include: psychological contract; work-life interface; corporate social responsibility; multinational corporations and their subsidiaries; the challenges of global talent management; convergence-divergence; state socialism to post-state socialism; and incorporating the context. We further offer suggestions for future research by proposing critical topics and emerging themes, including: employee voice; diversity and inclusion; employee well-being and resilience; preparing and responding to crises; and green human resource management. We conclude by offering theoretical perspectives and highlighting key recent developments which are likely to impact future practice, and should be addressed by scholars.     

Uncovering competitive and institutional drivers of HRM practices in multinational corporations

Current international human resource management (IHRM) literature focusing on multinational corporations (MNCs) presents evidence of both similarities and differences in the HR practices adopted in different global locations. However, the drivers behind this duality require more detailed investigation. This article focuses on exploring why MNCs position themselves within global markets as they do, exploring how extant theory can help explain the drivers behind both global and national HR practices. Based on a worldwide sample of in‐depth interview‐based case studies of well‐known MNCs, we explore the ways in which different firms react to both institutional and competitive pressures in selecting their approach to HRM. The findings uncover a differentiation between external global competitive isomorphic pressures, external national institutional isomorphic pressures, and internal processes of strategic choice and competitive differentiation. It is suggested that MNCs face all three drivers of HRM simultaneously, leading to different patterns of practice adoption, adaptation and innovation.     

Context‐bound configurations of corporate HR functions in multinational corporations

Considerable attention has focused on how multinational corporations (MNCs) deal with the simultaneous pressures of globalization and localization when it comes to human resource management (HRM). HR function activities in this process, however, have received less focus. The study presented here identifies configurations of the corporate HR function based on international HRM (IHRM) structures, exploring how issues of interdependency shape corporate HR roles. The study is based on 248 interviews in 16 MNCs based in 19 countries. The findings are applied to develop a contextually based framework outlining the main corporate HR function configurations in MNCs, including new insights into methods of IHRM practice design. © 2010 Wiley Periodicals, Inc.     

Assessing the value of human resource certification: A call for evidence-based human resource management

We are delighted that our article on the value of human resource (HR) certification (Lengnick-Hall & Aguinis, 2012) has generated so much interest. In this brief response, we identify two key similarities across all of the articles published in this special issue (including our own). First, all commentators care deeply about the field of human resource management (HRM). Second, all commentators believe that additional empirical research is needed to assess the value of HR certification for stakeholders inside and outside of the field of HRM. We offer a concrete course of action. Specifically, we issue the following challenge to the Society for Human Resource Management (SHRM) Foundation: Issue a call for proposals for empirical research on the value of HR certification. Such a call would provide funding so that teams including both researchers and practitioners are encouraged to conduct research on this topic. Moreover, such a collaborative approach involving the SHRM Foundation, the HRM scholarly community, and the HRM practitioner community is likely to elevate the field of HRM and produce valuable knowledge about the value of HR certification for stakeholders inside and outside of the field, which in turn will also help narrow the much-lamented science–practice gap.     

Internationalisation of Chinese banks and financial institutions and its implications for IHRM

Abstract

In this special issue (SI), we aim to advance the theoretical and empirical knowledge of emerging market service firms by analysing some of the key IHRM implications of the internationalisation of Chinese banks and financial institutions (BFIs). The selected articles in this SI provide rich insight into the human resource management (HRM) challenges these firms face when they establish operations in overseas markets and draws attention to trends and developments which challenge the way HRM has been understood in Chinese multinational enterprises (MNEs). The articles address the importance of Chinese BFIs relationship with the state and the influence of political ties in the formation of management leadership styles and managerial mindset. Included, as part of our contribution to this SI, is an analysis of a major Chinese bank’s subsidiary operation highlighting its human resources practices, adaptation strategies and relationship with its head office.     

Staffing venture capital firms' international operations

International staffing is relatively unexplored for service firms as much of the literature focuses on manufacturing firms. We draw on the knowledge-based perspective to analyze three key issues related to venture capital firms' international staffing: composition of the international staffing pool; reasons for the deployment of expatriates; and the process through which staff co-ordinate international decision-making, respectively. These research questions are investigated in an exploratory study combining a survey and qualitative interviews. The results suggest that the recruitment of local executives is significantly more important than the deployment of expatriates, and expatriation is significantly more important for transferring knowledge than for other motives suggested in the literature. In VC firms, investment committees play a key role in international decision-making, which allows them to manage challenges that otherwise would require deployment of expatriates. Implications of these results for future IHRM research and for the management of venture capital firms are discussed.     

The Management of Socio-Political Issues and Environments: Toward a Research Agenda for Corporate Socio-Political Engagement

Socio-political issues and environments are becoming more complex and challenging. In this introduction to the special issue on ‘The Management of Socio-Political Issues and Environments: Organizational and Strategic Perspectives’, we take stock of the burgeoning research on how firms interact with socio-political actors and environments over the last few decades, specifically research on Corporate Political Activity and Corporate Social Responsibility. We then argue that the socio-political environments and actors with which firms interact are in a state of flux, such that issues are more interrelated and dynamic, and actors are more diverse and demanding. As such, we propose a new concept of corporate socio-political engagement (CSPE), which represents a more holistic perspective to understanding complex interactions among firms and their social/political stakeholders, incorporating and transcending conventional notions and tactics documented in the extant nonmarket strategy literature. Using a two-dimensional framework that captures the identity of socio-political actor or the nature of socio-political issues (political, social, or both) as well as the relevant level of analysis at which the interactions unfold, we showcase the contributions of the special issue articles to this research agenda. Finally, we discuss and specify future research directions for revealing the multifaceted nature of CSPE.