Content area
Full Text
Abstract
Based on contingency and transaction cost theory this paper develops a theorybased model explaining international human resource management strategies.
It is assumed that corporate strategy has a significant influence on the qualification needs and behaviors of the managers in multinational corporations.
These qualifications can be managed efficiently by the use of international human resource management strategies.
Key Results
The propositions of the model are supported by case studies conducted in the headquarters and Australian subsidiaries of ten German multinational corporations.
Introduction
Globalization is becoming more and more important to companies all over the world. A major component of the globalization of business is the field of human resource management. A trend over the past few years has been to identify the linkage of human resource management with strategy not only on the national level but also on the international level. Thus, Strategic International Human Resource Management (SIHRM) is a growing field of research for academics and an important field of concern for practitioners in multinational corporations.
In this paper, I will first analyze the state of academic research in the field of international human resource management (IHRM). Then, considering research deficits, a theory-based model of SIHRM is developed. The main reasoning of the model is that the corporate strategy of the multinational corporation has a significant influence on the qualification needs and behaviors of the managers. These qualifications and behaviors can be managed efficiently by the use of specific international human resource management strategies. The model's relevance for practitioners will be outlined when describing and interpreting the results of case studies that have been conducted in ten German multinational corporations.
The State of Academic Research in the Field of SIHRM The analysis of the publications in the area of IHRM since 1980 reveals an interesting trend. In the 1980s, the interest was very much focused on the improvement of HRM measures such as international staffing, repatriation, international compensation, or cross-cultural training.l The only concept that has been used to address the strategic orientation of IHRM was the EPRG-profile developed by Heenan and Perlmutter (1979).2 Then, since the beginning of this decade, the focus of IHRM research has become more comprehensive and more context oriented.3 The result has been a growing number of...