Handbook of International Human Resource Management: Integrating People, Process, and Context
- 10h 56m
- Paul R. Sparrow (ed)
- John Wiley & Sons (US)
- 2009
From the mid-1980s to the turn of the 1990s the field was considered to be in its infancy. There continues to be both an evolution of territory covered by the field – a series of successively evolving cultural, geographical and institutional challenges faced by the multinational corporation (MNC) – as well as more critical questioning whether this has created an expanded or a fragmented field. This book brings together the latest research on important “issues-driven” concerns that the field of IHRM now has to face, absorb, interpret then reanalyse through international lenses. This volume gives attention to those aspects of MNC behaviour – choices about location, how they organize local subsidiaries, choices made about technology, capital and labour, and choices made about investments and strategies – that are subject to institutional influences. It also gives voice to a number of contemporary issues – reverse knowledge flows, skill supply strategies, employer branding, e-enablement, outsourcing, global networks – that now need to be accommodated within the field.
About the Editor
Paul Sparrow is Professor of International HRM and Director of the Centre for Performance-led HR at Lancaster University Management School. He has a BSc (Hons) Psychology from Manchester University, and MSc Applied Psychology and PhD from Astin University. He is a former editor of the Journal of Occupational and Organizational Psychology and is currently an Editorial Board Member of the: British Journal of Management; European Management Review; Career Development International; International Journal of Cross-Cultural Management; and Cross-Cultural Management: An International Journal. His research focuses on the impact of globalization on international HRM, changes in the employment relationship, and the nature of strategic competence.
In this Book
-
Handbook of International Human Resource Management—Integrating People, Process, and Context
-
Integrating People, Process, and Context Issues in the Field of IHRM
-
Multilevel Issues in IHRM: Mean Differences, Explained Variance, and Moderated Relationships
-
Comparative Analysis of HR
-
Contextual Influences on Cultural Research: Shifting Assumptions for New Workplace Realities
-
Beyond International Experience: The Strategic Role of Cultural Intelligence for Executive Selection in IHRM
-
Mutual Adjustment of Expatriates and International Team Members: The Role of Political and Social Skill
-
Beyond Expatriation: Different Forms of International Employment
-
Inpatriates as Agents of Cross-Unit Knowledge Flows in Multinational Corporations
-
Independent Consultants: How International Project Operations Create New IHRM Issues and Challenges
-
Gender Issues: Women in International Management
-
Multinational Companies, National Business Systems, and Reverse Diffusion
-
Performance Management Across Borders
-
Managing Knowledge Across Boundaries: A Learning Mix Perspective
-
Structuring the IT-enabled Transformation of HR: An HRM Frames Analysis in an International Company
-
Employer Branding and Corporate Reputation Management in an International Context
-
Developing a Theory of Skills for Global HR
-
HR Offshoring and Outsourcing: Research Issues for IHRM
-
Globalizing Human Resource Management: Examining the Role of Networks
-
IHRM in Non-Governmental Organizations: Challenges and Issues
-
The Role of IHRM in the Formulation and Implementation of Ethics Programs in Multinational Enterprises
-
The Ethnic Factor in IHRM: A Research Agenda
-
Shaping History: Global Leadership in the 21st Century
