The Global Challenge: Frameworks for International Human Resource Management, 1st Edition
Paul Evans, INSEAD
Vladimir Pucik, IMD
Softcover, 574 pages
©2002, ISBN-13 9780072397307
MHID 0072397306
Description
During the last decade, we have moved, perhaps irrevocably, into the era of a global economy. Through its focus on human resource management and organization, The Global Challenge: Frameworks for International Human Resource Management, provides a broad guide on how to manage the process of internationalization, with a particular focus on the transnational firm. In this brand new offering, authors Evans, Pucik and Barsoux discuss the “people implications” of traditional strategies for internationalization and how such strategies get executed through human resource management (HRM). They discuss such important topics as: · how to manage expatriates from the parent country · how to go about adapting management practices to circumstances abroad · how to localize management · how to recognize and ultimately avoid obstacles in joint ventures · how to expand across borders through acquisitions · how to respond to the contradictory pressures of the transnational firm, where HRM has a critical role to play in enabling managers to resolve these paradoxes in innovative ways · how global competition is changing the nature of management and organization, even for firms operating in domestic markets. The book draws on practical examples from companies that have experienced the real challenges of international HRM. The authors carefully balance these real business applications with a wide scope of academic research.
Table of Contents
Chapter 1: The Challenges of International Human Resource Management
Chapter 2: Three Faces of Human Resource Management in the International Firm
Chapter 3: Exploiting Global Integration
Chapter 4: Becoming Locally Responsive
Chapter 5: Managing Alliances and Joint Ventures
Chapter 6: Forging Cross-Border Mergers and Acquisitions
Chapter 7: Mastering Network Coordination
Chapter 8: Developing Talent for the Transnational Enterprise
Chapter 9: Steering through the Tensions of Change and Innovation
Chapter 10: Transforming the Global Human Resource Role
New Features
Practical applications of international human resource management can be found throughout the text and feature a wide variety of companies, including: Nokia, AT&T, GE, Cisco, Apple Computers, IBM, Motorola, Toshiba, Intel, General Motors, Proctor & Gamble, Accenture, and Bertlesman.
Strong research base. One of the recurrent critiques of the HRM field is the lack of a theoretical base. The authors’ concept of IHRM is that it is necessarily interdisciplinary in its orientation. In doing so they draw on many practical examples of companies that have taken these paths and experienced these dilemmas. They build on research studies from different disciplines – from personnel/HR management to organizational theory, from cross-cultural analysis to strategic management. The book uses well-known theoretical perspectives in order to make sense of the lessons – going from contingency theory of fit to institutional theories from sociology and political science to emerging theories of social capital. New theoretical perspectives, notably duality or dilemma theory, also receive due coverage.
A rigorous theoretical perspective on the transnational enterprise. The distinguishing feature of the transnational firm is the contradictory pressures that it faces – global versus local, exploitation (profitability) versus exploitation (learning), teamwork versus accountability. The authors use duality theory (more familiar to managers in the shape of paradox) to provide deep insights into the dilemmas and the implications for organization HRM.
An extensive bibliography is provided to facilitate student projects or research in this field.
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The Global Challenge: Frameworks for International Human Resource Management
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