Toward an Integrative Model of Strategic International Human Resource Management

An Analysis of U.S. Multinationals’ Recruitment Practices in Mexico

“…The findings in the relevant literature (Rosenzweig and Nohria, 1994;Taylor et al, 1996) seem to suggest two kinds of factors that may guide multinationals' decisions on whether to go global or go local. These are national level factors and policy level factors.…”

“…In contrast, policy level factors deal with, as the name suggests, the nature of the actual human resource policy and the degree to which it impacts local employees and is regulated by local laws. Both have been shown to be influential in the implementation of equal opportunity practices by multinationals (Rosenzweig and Nohria, 1994;Taylor et al, 1996).…”

“…For example, a statistically significant relation has been found between country of origin and the chosen human resource management strategies in studies undertaken by Ngo et al (1998) in Hong Kong and Yuen and Kee (1993) in Singapore. Moreover, Taylor et al (1996) have asserted that the legal environment of the local site of operations also plays a key role in the multinational corporation's decision to either implement a globally standardized practice or not.…”

Global Mobility in the 21st Century

“…1, our conceptual framework of expatriate roI shows that the expatriate management system is comprised of a combination of strategic, organisational and individual factors which, at varying times, can be influenced by external factors. In keeping with related work in this area (e.g., Taylor et al 1996;de cieri and dowling 2006), an expatriate management system is defined as a configuration of organisational activities, events, processes, policies, practices, and strategies that are directed at influencing the outcomes of long-term international assignments, to impact the international concerns and goals of global firms. The system is multidimensional and factor configurations are likely to vary across individuals, assignments and firms.…”

IHRM in developing countries: does the functionalist vs. critical debate make sense South of the Equator?

“…These authors tend to define IHRM as "human resource management issues, functions and the policies and practices that result from the strategic activities of multinational enterprises and that impact the international concerns and goals of those enterprises" (Schuler et al, 1993, p. 422). The models that followed (De Cieri & Dowling, 1999;Taylor, Beechler, & Napier, 1996) also mention IHRM for MNCs and emphasized the importance of both internal and organizational factors, such as structure, coordination mechanisms, operational systems, strategy, experience in managing international operations and organizational culture, as well as external factors, such as industry and sector characteristics, the features of the regions and countries in which they operate, and the inter-organizational networks they establish. De Cieri and Dowling (2006) comment that the models are still very broad and that the relationships that exist between the factors (internal and external), HR practices and the intended or obtained results, are still little understood.…”