2014

DOI: 10.1057/9781137400864

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Beyond Diversity and Intercultural Management

Christopher Anne Robinson-Easley¹

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Cited by 12 publications

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“…The international business environment has witnessed changes such as shifts in the global landscape with the growth of emerging markets and shifts in the ways firms engage with each other, with a rise in strategic alliances, licensing and contracting, and growth of smaller, technology-oriented, flexible international firms alongside large multinationals (Mayerhofer, Hartmann, Michelitsch-Riedl, & Kollinger, 2004;Sparrow, 2012). It is appropriate to question whether traditional models of organizations and the HR function in international organizations are in need of new perspectives (Collings, Wood, & Caligiuri, 2015;Robinson-Easley, 2014;Tung, 2016), as well as whether the role of the corporate HR function will be diminished or strengthened in response to these changes (Collings, Scullion, & Morley, 2007;Sparrow, 2012). The field of IHRM still largely focuses on human resource management with an emphasis on developing the international expertise of a relatively small number of employees (e.g., through various types of international assignments) (Caligiuri & Bonache, 2016).…”

Section: Introductionmentioning

confidence: 99%

The benefits of global teams for international organizations: HR implications

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³

2018

The International Journal of Human Resource Management

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In this special issue we aim to advance the theoretical, conceptual and empirical knowledge about the relationship between global teams and human resource management in international organizations. We argue that although the prevalence of global teams in international organizations is rapidly rising, simultaneously affecting the management of firms on global, regional and local levels, the response of firms and scholars alike to such changes has been slower, especially in the area of IHRM. The HR function in organizations could play a vital role in understanding, managing and leveraging the benefits of global teams to ensure that they contribute positively to the performance of firms, organizational units, and people. We demonstrate that there is still a disconnect in this respect and we highlight several areas in which the increasing use of global teams may challenge our conventional understanding of IHRM issues, and at the same time offer solutions for improvement in international organizations. The selected articles in this special issue provide both theoretical and practitioner implications by highlighting the need to explore the relationship between global teams and IHRM more generally and fully, as well as the need for HR practitioners and IHRM scholars to focus more on the 'human' and less on the 'resources' aspect. We trust that readers of this issue will agree that the articles all offer novel insights into key issues that open new avenues for further research in this nascent yet promising area.

“…The international business environment has witnessed changes such as shifts in the global landscape with the growth of emerging markets and shifts in the ways firms engage with each other, with a rise in strategic alliances, licensing and contracting, and growth of smaller, technology-oriented, flexible international firms alongside large multinationals (Mayerhofer, Hartmann, Michelitsch-Riedl, & Kollinger, 2004;Sparrow, 2012). It is appropriate to question whether traditional models of organizations and the HR function in international organizations are in need of new perspectives (Collings, Wood, & Caligiuri, 2015;Robinson-Easley, 2014;Tung, 2016), as well as whether the role of the corporate HR function will be diminished or strengthened in response to these changes (Collings, Scullion, & Morley, 2007;Sparrow, 2012). The field of IHRM still largely focuses on human resource management with an emphasis on developing the international expertise of a relatively small number of employees (e.g., through various types of international assignments) (Caligiuri & Bonache, 2016).…”

Section: Introductionmentioning

confidence: 99%

The benefits of global teams for international organizations: HR implications

¹

,

²

,

³

2018

The International Journal of Human Resource Management

View full text Add to dashboard Cite

In this special issue we aim to advance the theoretical, conceptual and empirical knowledge about the relationship between global teams and human resource management in international organizations. We argue that although the prevalence of global teams in international organizations is rapidly rising, simultaneously affecting the management of firms on global, regional and local levels, the response of firms and scholars alike to such changes has been slower, especially in the area of IHRM. The HR function in organizations could play a vital role in understanding, managing and leveraging the benefits of global teams to ensure that they contribute positively to the performance of firms, organizational units, and people. We demonstrate that there is still a disconnect in this respect and we highlight several areas in which the increasing use of global teams may challenge our conventional understanding of IHRM issues, and at the same time offer solutions for improvement in international organizations. The selected articles in this special issue provide both theoretical and practitioner implications by highlighting the need to explore the relationship between global teams and IHRM more generally and fully, as well as the need for HR practitioners and IHRM scholars to focus more on the 'human' and less on the 'resources' aspect. We trust that readers of this issue will agree that the articles all offer novel insights into key issues that open new avenues for further research in this nascent yet promising area.

“…It is here that we may question whether the traditional models of organizations and the role of HR in international organizations are in need of new perspectives (cf. Collings, Wood, & Caligiuri, 2015;Robinson-Easley, 2014), as well as whether the role of corporate HR will be diminished or strengthened in response to these changes (Collings, Scullion, & Morley, 2007). As global teams become increasingly employed in organizations, HR are faced with challenges as well as benefits at the levels of the individual, the team and the organization.…”

mentioning

confidence: 99%

Special issue ofInternational Journal of Human Resource Management: The benefits of global teams for international organizations: HR implications

¹

,

²

,

³

2015

The International Journal of Human Resource Management

View full text Add to dashboard Cite

No abstract

“…It is here that we may question whether the traditional models of organizations and the role of HR in international organizations are in need of new perspectives (cf. Collings, Wood, & Caligiuri, 2015;Robinson-Easley, 2014), as well as whether the role of corporate HR will be diminished or strengthened in response to these changes (Collings, Scullion, & Morley, 2007). As global teams become increasingly employed in organizations, HR are faced with challenges as well as benefits at the levels of the individual, the team and the organization.…”

mentioning

confidence: 99%

Special issue ofInternational Journal of Human Resource Management: The benefits of global teams for international organizations: HR implications

¹

,

²

,

³

2015

The International Journal of Human Resource Management

View full text Add to dashboard Cite

The world is more interconnected than ever before. Traditional organizational forms, traditional leadership roles and traditional ways of managing people need to adapt to changing times. Interconnectedness is linked to rapid response, greater global reach and flexibility. In turn, organizations need to be more flexible in order to keep up with change, finding and bringing together the best, most capable leaders and employees from different locations, in order to stay interconnected and responsive. It has been suggested that the organization of the twenty-first century will be smaller, flatter, more flexible, technology-, learning-and innovation-oriented, and that this will be achieved through the increased use of global teams (e.g. Hitt, Keats, & DeMarie, 1998;Kets de Vries, 1996). Yet organizations have been slow to adapt to these changes. However, global teams, already present in most organizations, are a powerful vehicle for overcoming these challenges, transcending organizational, national and cultural boundaries, providing flexibility, integration of globally dispersed skills and capabilities, and in the case of global virtual teams -connectivity across geographical and temporal boundaries, to name but a few advantages (Gibbs & Boyraz, 2015).Global teams, whether collocated, virtual or a combination of both, can be seen as catalysts for new forms for organizing, or as organizational forms in themselves, changing our conceptions about organizational boundaries. With this comes the need to change our conceptions about traditional organizations, and develop new ideas about the role of international human resource management (IHRM) in order to reap the benefits of new team-based structures. Team-based structures in organizations are receiving increasing attention of late, for example, the implications of project-based work (cf. Kaplan & Levinthal, 2015), and an emphasis on managing national, cultural and linguistic complexities in leading teams as a mode of global organizing (Zander, Mockaitis, & Butler, 2014). Yet global teams must be effective in order to surmount the challenges of coordination, interaction across multiple borders and boundaries, and managing multiple stakeholder demands (Ma ¨kela ¨et al., in press). This special issue addresses the important role of global teams in (re)shaping international organizations.The objective of this special issue is to advance the theoretical, conceptual and empirical knowledge about the relationship between global teams and IHRM in multinational organizations. As societies and organizations are becoming more diverse in response to increasing globalization, organizations are faced with the challenge of finding solutions to deal with rapid change. Among these challenges are finding new ways of

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