Handbook of International Human Resource Management: Integrating People, Process, and Context | by Paul R. Sparrow (ed) | 2009 | ISBN: 9781405167406. Human Resources Books.
Handbook of International Human Resource Management: Integrating People, Process, and Context
by Paul R. Sparrow (ed)
2009 (504 pages)
ISBN:9781405167406
Featuring top-ranked experts and scholars in the field, this comprehensive and authoritative survey offers a state-of-the-art overview of key global developments in international and cross-cultural management.
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Handbook of International Human Resource Management—Integrating People, Process, and Context
Part I – Method and Research Lenses
Chapter 1 – Integrating People, Process, and Context Issues in the Field of IHRM
DEFINING THE TERRITORY FOR INTERNATIONAL HRM
TERRITORIAL EXPANSION WITHIN THE IHRM FIELD
MORE CRITICAL VOICES
AREASSERTION OF INSTITUTIONAL PERSPECTIVES
FIRM-LEVEL GLOBALIZATION PROCESSES
OUTLINING THE RESEARCH AGENDA
RECONSIDERING METHOD: QUESTIONING OUR RESEARCH LENSES
MANAGING KEY PEOPLE AND STAFF GROUPS IN INTERNATIONAL ORGANIZATIONS
MANAGING GLOBALIZATION PROCESSES AT THE LEVEL OF THE FIRM
ORGANIZATIONAL ACTION IN CONTEXT
CONCLUSION
REFERENCES
Chapter 2 – Multilevel Issues in IHRM: Mean Differences, Explained Variance, and Moderated Relationships
INTRODUCTION
THE CONCEPT OF VARIANCE
RESEARCH ON VARIANCE IN HR PRACTICES ACROSS COUNTRIES
MULTILEVEL THEORY AND CONCEPTS: CROSS-LEVEL VS MULTILEVEL MODELS
MODELS FOR AGGREGATION
APPLYING MULTILEVEL CONCEPTS TO IHRM
CONCLUSION
REFERENCES
Chapter 3 – Comparative Analysis of HR
INTRODUCTION
ASTRUCTURING TOOL FOR COMPARATIVE ANALYSIS OF HR
ANALYSIS OF PAST CHRM RESEARCH
FUTURE DEVELOPMENT OF COMPARATIVE HRM RESEARCH
CONCLUSION
APPENDIX 3.1
REFERENCES
Chapter 4 – Contextual Influences on Cultural Research: Shifting Assumptions for New Workplace Realities
INTRODUCTION
CURRENT BUSINESS REALITIES AND THEIR IMPLICATIONS FOR HRM
THREE DIFFERENT CONCEPTIONS OF CULTURE1 AND THEIR REPRESENTATION IN IHRM RESEARCH
THE CROSS-NATIONAL COMPARISON PERSPECTIVE3
THE INTERCULTURAL INTERACTION PERSPECTIVE5
THE MULTIPLE CULTURES PERSPECTIVE (MCP)
IMPLICATIONS FOR RESEARCH IN THE FIELD OF IHRM
CONCLUSIONS
REFERENCES
Part II – Managing Key Staff Groups and Individual Processes in International Organizations
Chapter 5 – Beyond International Experience: The Strategic Role of Cultural Intelligence for Executive Selection in IHRM
INTRODUCTION
EXPERIENCE AND PERFORMANCE
CULTURAL INTELLIGENCE
EXPERIENTIAL LEARNING AND CULTURAL INTELLIGENCE
TRANSLATING AND TRANSFORMING EXPERIENCE INTO EFFECTIVENESS
THEORETICAL IMPLICATIONS AND FUTURE RESEARCH
PRACTICAL IMPLICATIONS
CONCLUSION
REFERENCES
Chapter 6 – Mutual Adjustment of Expatriates and International Team Members: The Role of Political and Social Skill
INTRODUCTION
EXPATRIATE POLITICAL CAPITAL IN MUTUAL ADJUSTMENT WITHIN INTERNATIONAL TEAMS
EXPATRIATE POLITICAL SKILL NEEDED FOR MUTUAL ADJUSTMENT IN INTERNATIONAL TEAMS
EXPATRIATE SOCIAL SKILL NEEDED FOR MUTUAL ADJUSTMENT IN INTERNATIONAL TEAMS
FUTURE RESEARCH GUIDELINES
CONCLUSION
REFERENCES
Chapter 7 – Beyond Expatriation: Different Forms of International Employment
INTRODUCTION
DIFFERENT FORMS OF INTERNATIONAL EMPLOYMENT
MIGRATION
GLOBAL CAREERISTS
SELF-INITIATED INTERNATIONAL EXPERIENCES
INTERNATIONAL COMMUTERS
SHORT-TERM ASSIGNEES
FREQUENT FLYERS
VIRTUAL INTERNATIONALISTS
CONCLUSIONS
REFERENCES
Chapter 8 – Inpatriates as Agents of Cross-Unit Knowledge Flows in Multinational Corporations
INTRODUCTION
INTERNATIONAL ASSIGNEES AS KNOWLEDGE AGENTS
THE ROLE OF INPATRIATE ASSIGNMENTS
ASOCIAL CAPITAL PERSPECTIVE OF INPATRIATES’KNOWLEDGE SHARING
CONCLUSION
REFERENCES
Chapter 9 – Independent Consultants: How International Project Operations Create New IHRM Issues and Challenges
INTRODUCTION
HR CHALLENGES OF INTERNATIONAL DEVELOPMENT PROJECTS
METHODOLOGY
DEFINING A NEW RESEARCH POPULATION
THE INDEPENDENT CONSULTANT: PROFILE AND PERSPECTIVE
CONCLUSION: IMPLICATIONS FOR HRM
REFERENCES
Chapter 10 – Gender Issues: Women in International Management
INTRODUCTION
PARTICIPATION OF WOMEN IN INTERNATIONAL MANAGEMENT
THEORETICAL EXPLANATIONS FOR WOMEN’S UNDER-REPRESENTATION IN INTERNATIONAL MANAGEMENT
ENHANCING THE PARTICIPATION OF WOMEN IN INTERNATIONAL MANAGEMENT
CONCLUSION
REFERENCES
Part III – Managing Globalization Processes at the Level Of The Firm
Chapter 11 – Multinational Companies, National Business Systems, and Reverse Diffusion
INTRODUCTION
PATTERNS IN PREVIOUS RESEARCH
NATIONAL INSTITUTIONS AND REVERSE DIFFUSION
THE ORGANIZATIONAL POLITICS OF REVERSE DIFFUSION
CONCLUSION
REFERENCES
Chapter 12 – Performance Management Across Borders
INTRODUCTION
PERFORMANCE APPRAISAL IN MNCS –KEY ISSUES
AFRAMEWORK OF SUBSIDIARY ADOPTION PATTERNS
HUMAN CAPITAL PROPOSITIONS
SOCIAL CAPITAL PROPOSITIONS3
ORGANIZATIONAL CAPITAL PROPOSITIONS
CONCLUSION
REFERENCES
Chapter 13 – Managing Knowledge Across Boundaries: A Learning Mix Perspective
INTRODUCTION
THE LEARNING MIX: AN INTEGRATIVE MODEL
RESEARCH SETTING,METHODS, AND DATA
CASE STUDY: THE AUTODESK USER GROUP INTERNATIONAL
CONCLUSIONS
REFERENCES
Chapter 14 – Structuring the IT-enabled Transformation of HR: An HRM Frames Analysis in an International Company
INTRODUCTION
IT-ENABLED HRM: CURRENT RESEARCH AND RESEARCH QUESTIONS
STRUCTURATION THEORY
IT-ENABLED TRANSFORMATION OF HR: MAKING SENSE THROUGH THE HRM FRAMES
HRM MENTAL FRAMES
RESEARCH STUDY
RESEARCH FINDINGS
OUTCOMES OF THE IT-ENABLED HRM TRANSFORMATION
IMPLICATIONS FOR RESEARCH AND PRACTICE
CONCLUSION
REFERENCES
Chapter 15 – Employer Branding and Corporate Reputation Management in an International Context
INTRODUCTION
TOWARD A THEORY OF EMPLOYER BRANDING
INSTRUMENTAL,SYMBOLIC, AND CULTURAL AIMS OF EMPLOYER BRANDING
DOES EMPLOYER BRANDING WORK IN PRACTICE AND CAN IT WORK IN AN INTERNATIONAL CONTEXT?
FINCO AND EMPLOYER BRANDING
CONCLUSIONS
REFERENCES
Chapter 16 – Developing a Theory of Skills for Global HR
INTRODUCTION
THE RESEARCH
SKILL FORMATION VERSUS HUMAN CAPITAL THEORY
THE NEW GLOBAL CONTEXT
THE RESPONSE OF THE TNCS: CREATING AND UTILIZING SKILLS IN THE GLOBAL CONTEXT
CONCLUSION: THE GLOBALIZATION OF SKILLS AND IHRM
REFERENCES
Chapter 17 – HR Offshoring and Outsourcing: Research Issues for IHRM
INTRODUCTION
FIRMS’MOTIVES OF HR OFFSHORING AND OUTSOURCING
GLOBAL TRENDS OF HR OUTSOURCING
MODES OF HR OFFSHORING BY MNCS
IMPLICATIONS OF HR OFFSHORING FOR THE MNCS’GLOBAL HR STRUCTURE AND STRATEGY
MANAGING HR OFFSHORING/OUTSOURCING: THE ROLE OF AND IMPLICATIONS FOR INTERNATIONAL HR PROFESSIONALS
CONCLUSIONS
REFERENCES
Chapter 18 – Globalizing Human Resource Management: Examining the Role of Networks
INTRODUCTION
THE NATURE OF IHRM STRUCTURES AND STRATEGIES
CHANGING TECHNOLOGICAL CONTEXT: THE IMPACT OF DEVELOPMENTS IN SHARED SERVICES,E-ENABLEMENT,OUTSOURCING, AND OFFSHORING
THE ROLE OF LINE MANAGERS IN THE CONDUCT OF IHRM
THE GROWTH OF NETWORKING TO MANAGE DEMANDS ON IHRM FUNCTIONS
THE ADVANTAGES OF USING SOCIAL NETWORK ANALYSIS RESEARCH METHODS
RESEARCH METHODOLOGY
FINDINGS
DISCUSSION
CONCLUSIONS
REFERENCES
Part IV – Organizational Action In Context
Chapter 19 – IHRM in Non-Governmental Organizations: Challenges and Issues
INTRODUCTION
THE ROLE AND EVOLUTION OF INGOS IN SOCIETY AND DEVELOPMENT POLICY
MANAGEMENT AND STRUCTURAL ISSUES IN INGOS
RECENT DEVELOPMENTS IN THE EXTERNAL ENVIRONMENTS OF INGOS
STRATEGIC INTERNATIONAL HUMAN RESOURCE MANAGEMENT ISSUES IN INGOS
STRATEGIC STAFFING AT WORLD VISION INTERNATIONAL
CONCLUSION: IMPLICATIONS FOR IHRM RESEARCH
REFERENCES
Chapter 20 – The Role of IHRM in the Formulation and Implementation of Ethics Programs in Multinational Enterprises
INTRODUCTION
ETHICS PROGRAMS IN ORGANIZATIONS
FUTURE AVENUES FOR RESEARCH: PRACTICE INTEGRATION
FUTURE AVENUES FOR RESEARCH: MULTILEVEL ISSUES
CONCLUSION
REFERENCES
Chapter 21 – The Ethnic Factor in IHRM: A Research Agenda
INTRODUCTION
PERSPECTIVES ON ETHNICITY
ETHNICITY FROM A CROSS-NATIONAL PERSPECTIVE
UNDERSTANDING THE IMPACT OF ETHNICITY ON ORGANIZATION AND EMPLOYEE MANAGEMENT
IMPLICATIONS FOR IHRM AND THE FUTURE RESEARCH AGENDA
CONCLUSION
REFERENCES
Chapter 22 – Shaping History: Global Leadership in the 21st Century
Overview
INTRODUCTION
ENTERING THE 21ST CENTURY
IS SUCH AN IDYLLIC SOCIETY POSSIBLE AGAIN?
WOMEN LEADING COUNTRIES AND COMPANIES: NO LONGER MEN ALONE
WOMEN LEADING COMPANIES
WOMEN LEADING: AWORLDWIDE TREND, NOT A LOCAL PECULIARITY
GLOBAL LEADERSHIP: NUMBERS ARE NOT ENOUGH
PEOPLE’S ASPIRATIONS: HOPE,CHANGE, AND UNITY
CONCLUSION
REFERENCES
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