Context-bound configurations of corporate HR functions in multinational corporations
Author: Stahl, Günter K. ; Stiles, Philip ; Trevor, Jonathan ; Wright, Patrick M. ; Farndale, Elaine ; Paauwe, Jaap ; Morris, Shad S.INSEAD Area: Organisational BehaviourIn: Human Resource Management, vol. 49, no. 1, January/February 2010 Language: EnglishDescription: p. 45-66.Type of document: INSEAD ArticleNote: Please ask us for this itemAbstract: Considerable attention has focused on how multinational corporations (MNCs) deal with the simultaneous pressures of globalization and localization when it comes to human resource management (HRM). HR function activities in this process, however, have received less focus. The study presented here identifies configurations of the corporate HR function based on international HRM (IHRM) structures, exploring how issues of interdependency shape corporate HR roles. The study is based on 248 interviews in 16 MNCs based in 19 countries. The findings are applied to develop a contextually based framework outlining the main corporate HR function configurations in MNCs, including new insights into methods of IHRM practice design.| Item type | Current location | Call number | Status | Date due | Barcode | Item holds |
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Considerable attention has focused on how multinational corporations (MNCs) deal with the simultaneous pressures of globalization and localization when it comes to human resource management (HRM). HR function activities in this process, however, have received less focus. The study presented here identifies configurations of the corporate HR function based on international HRM (IHRM) structures, exploring how issues of interdependency shape corporate HR roles. The study is based on 248 interviews in 16 MNCs based in 19 countries. The findings are applied to develop a contextually based framework outlining the main corporate HR function configurations in MNCs, including new insights into methods of IHRM practice design.
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