Developments in Human Resource Management in MNCs from BRICS Nations: A Review and Future Research Agenda

Abstract

In this paper, we analyze developments in the field of human resource management (HRM) in multinational corporations (MNCs) from the BRICS countries (Brazil, Russia, India, China, and South Africa). We do this in terms of conceptual models, theoretical frameworks, empirical studies, research designs and MNC settings, with a view to setting the future research agenda on this emerging topic. In doing so, we identify research gaps as well as propose a number of research directions that can act as a useful guide for future research.The article therefore provides valuable information to both academics and practitioners and paves the way for future studies on the nature of HRM systems in MNCs from BRICS.

How do agile organizations contribute to environmental collaboration? Evidence from MNEs in Turkey

“…Furthermore, we augment the literature addressing human-resource-related issues within MNEs in the context of emerging economies. Past studies indicate that human resource practices pose unique challenges and opportunities within emerging economies (Budhwar et al, 2017;Stokes et al, 2016). Our findings contribute to this research discourse by highlighting human resource-related practices that can help enhance environmental collaboration.…”

“…Humans, their capabilities, and activities are indispensable elements of MNEs (Budhwar et al, 2017).…”

The transfer of HRM practices from emerging Indian IT MNEs to their subsidiaries in Australia: The MNE diamond model

“…Researchers are therefore calling for more studies on IHRM in India, including HRM in Indian MNEs, in order to gain rich counterintuitive insights (Budhwar, Tung, Varma & Do, 2017).…”

Application of human resource management's universal model: An examination of people versus institutions as barriers of internationalization for SMEs in a small developing country

“…Other studies highlighted the influence of technological advancements on the future of HRM and on people's behavior at work although some challenges are still posed by technological change (Stone, Deadrick, Kimberly, & Lukaszewski, ), employee engagement and entrepreneurial commitment, and performance (Von Bonsdorff, Janhonen, Zhou, & Vanhalad, ). Some scholars have examined the role of transformational leadership and trust (Top, Akdere, & Turcan, ), the role of HRM practices in BRIC (Brazil, Russia, India, China) countries (Budhwar, Tung, Varma, & Do, ) and cross‐boundary or cross‐border teams/team‐working (Edmondson & Harvey, ; Goerzen, ; Jimenez, Boehe, Taras, & Caprar, ). However, these institutional sets of activities have been explored in isolation in disciplines such as international HRM and organizational behavior and entrepreneurship in large and small firms.…”