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The Global challenge: international human resource management

Author: Evans, Paul A. L. ; Pucik, Vladimir ; Björkman, IngmarINSEAD Area: Organisational BehaviourPublisher: McGraw-Hill/Irwin, 2011.Edition: 2nd ed.Language: EnglishDescription: 699 p. : Graphs/Ill. ; 23 cm.ISBN: 9780073530376Type of document: INSEAD BookBibliography/Index: Includes bibliographical references and indexAbstract: Since strategy, organisational capabilities and people management are increasingly intertwined in multinational firms, we take a general management perspective on HRM challenges such as coordination, talent and knowledge management. Each of the 14 chapters in this totally revised second edition is a stand-alone guide to a particular aspect of international human resource management, from the history of international human resource management in the first chapter to the functional implications for human resource professionals in the last; from managing the human side of cross-border acquisitions to building multinational coordination. We devote particular attention to the HRM issues related to horizontal coordination; to exploring how HRM contributes to the social architecture of the multinational firm; to the core global human resource management processes that support the needs of global organisations (talent attraction and selection, leadership development and performance management); and to responses to the need for global knowledge sharing, the management of innovation, and the implementation of rapid change. Most fundamentally, we explore how firms cope with both/and dualities that underlie international management.
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Includes bibliographical references and index

Since strategy, organisational capabilities and people management are increasingly intertwined in multinational firms, we take a general management perspective on HRM challenges such as coordination, talent and knowledge management. Each of the 14 chapters in this totally revised second edition is a stand-alone guide to a particular aspect of international human resource management, from the history of international human resource management in the first chapter to the functional implications for human resource professionals in the last; from managing the human side of cross-border acquisitions to building multinational coordination. We devote particular attention to the HRM issues related to horizontal coordination; to exploring how HRM contributes to the social architecture of the multinational firm; to the core global human resource management processes that support the needs of global organisations (talent attraction and selection, leadership development and performance management); and to responses to the need for global knowledge sharing, the management of innovation, and the implementation of rapid change. Most fundamentally, we explore how firms cope with both/and dualities that underlie international management.

Digitized

The Global Challenge International Human Resource Management Contents PREFACE xv ACKNOWLEDGMENTS xvii ABOUT THE AUTHORS xix 1 The Challenges of International Human Resource Management 1 Overview 3 4 4 Defying Borders: What's New? International Operations in the Pre-industrial Era The Impact of Industrialization Prelude to the Modern Era 7 11 12 12 5 The Modern Multinational Staffing for International Growth Organizing for International Growth HRM Goes International 17 21 Enter Globalization The Roadmap for Managing Globalization The Transnational Solution Toward a Flat World? 29 26 24 Capabilities and Knowledge as Sources of Competitiveness 28 The Evolution Of International HRM Outline Of This Book 34 31 2 Human Resource Management in the International Firm: The Framework 42 Overview 43 44 Business Strategy And Organizational Capabilities Organizational Capabilities 45 Organizational Capabilities in Multinational Firms 48 The HR Wheel 49 50 56 59 62 64 Setting the Guiding Principles Designing Core HR Practices Defining the HR Function Roles Focusing on Organizational Outcomes Three Stages Of HRM In Multinational Firms Building HRM: Focus on Foundations Realigning HRM: Focus on Strategic Change Steering with HRM: Focus on Dualities 71 66 67 3 Becoming Locally Responsive 81 Overview 83 83 85 87 Roots Of Responsiveness Business Advantages of Local Responsiveness People Challenges of Local Responsiveness Implementing Localization 88 Overcoming Barriers to Management Localization Localization Starts at the Head Office 93 90 Understanding Diversity 96 96 104 112 Know Yourself and Others: The Cultural Perspective Know Where You Are: The Institutional Perspective Know Whom You Talk To: The Network Perspective What Shapes Local Responsiveness? 115 The Limits Of Responsiveness 117 Local Responsiveness Does Not Necessarily Mean Playing by Local Rules 117 4 Achieving Global Integration Overview 124 125 123 The Logic Of Global Integration The Business Advantages of Global Integration The Tools for Global Integration 128 126 Global Integration and the Use of Expatriates Global Standardization 131 137 130 Mastering Expatriation The Evolution of Expatriate Management Understanding the Expatriate Phenomenon Managing International Transfers 142 137 138 Beyond The Traditional Expatriate Model The Tensions in the Expatriate Cycle 152 152 Changing Demographics of the Expatriate Population The Changing Nature of International Assignments Alternatives to Expatriation 158 161 154 157 The Limits Of Global Integration 5 Structuring Global Coordination Overview 171 170 From Vertical Control To Horizontal Coordination Emergence of Coordination Horizontal Coordination Mechanisms 173 176 179 172 Multidimensional Structures Lateral Steering Tools Lateral Leadership Roles Lateral Steering Groups Emerging Forms of Global Multidimensional Structures 187 180 The Benefits of Lateral Steering 188 192 187 People Strategies Supporting Lateral Steering 196 Building Cross-Border Teams Mapping Cross-border Teams Foundations for Global Teamwork 197 198 199 Working in Cross-Border Teams Implementing Global Teamwork 204 208 211 Matrix Everything .. Except the structure 6 Building Social Architecture Overview 218 219 217 Leveraging Social Capital What Is Social Capital and Why Do We Care About It? How to Build and Manage Social Capital Managing the Darker Side of Social Capital 224 228 220 Sharing Values Globally Building Shared Values 230 231 Shared Values, Beliefs, and Norms 233 Challenges in Managing Organizational Culture 239 Leveraging Global Mindsets What Is Global Mindset? How to Develop Global Mindset 242 240 245 249 Rethinking the Global Mindset Paradigm 7 Managing Global Talent: Recruitment, Selection, and Retention 255 Overview 256 257 What Is Talent Management And Why Is It So Important? What Do We Mean by Talent? 258 259 263 264 265 Why Is Talent Management so Important? Key Challenges In Talent Management The Talent Management Mindset The Balancing Acts in Talent Management Managing Recruitment Reaching out to Attract Talent Global Employer Branding 269 269 Forecasting the Need for Recruitment 269 272 273 Building a Differentiated Employee Value Proposition Managing Selection And Assessment Selection Methods: The Importance of Context Selection and Diversity Management 275 276 278 280 285 Competencies: Frameworks for Selection and Talent Management The Challenges of Internal Selection (Assessment of Potential) Managing Retention 289 290 294 Why Do People Leave and What Can be Done About It? Balancing Short And Long Term In Talent Management 8 Developing Global Leaders Overview 302 303 301 Global Leadership How Does Leadership Relate to National Culture? Global Leadership Competencies Leadership Passages: Intransitivity 307 309 304 The Principles Of Global Leadership Development Challenge is the Starting Point People Risk Management 316 320 312 311 Managing Leadership Development Top-Down Identifying and Assessing Potential 322 Dilemmas in Identifying and Assessing Potential Challenges in Developing Potential 328 324 Managing Development Bottom-Up: Open Job Markets Making Self-Management Work 334 332 How Leadership Development Supports Global Coordination 338 9 Global Performance Management Overview 348 346 The Global Performance Management Cycle What Is Global Performance Management? The "Upstream" Side of Performance Management The "Downstream" Side of Performance Management 348 349 351 358 Supporting Global Coordination Enabling Lateral Steering 368 367 Appraising and Rewarding Teamwork 370 372 Performance Management Of International Employees Appraising Performance of International Staff Compensation of International Staff 375 381 373 Implementing Global Performance Management Who "Owns" Performance Management? Global Approach Versus Local Adaptation Creating Differentiation 384 382 383 10 Managing Knowledge and Innovation Across Borders Overview 393 394 391 Sharing Knowledge In The Multinational Factors Influencing Knowledge Sharing How to Stimulate Knowledge Sharing 395 399 405 406 410 Knowledge Sharing In Professional Service Firms Three Configurations of Professional Service Firms Tensions in the International Professional Service Firm Knowledge Acquisition 411 411 Gaining Access to External Knowledge Knowledge Retention 415 416 From Ideas To Innovations Paradoxes in How to Encourage Promising Ideas The Organization and Staffing of RandD Centers Stages in the Innovation Journey 422 426 416 420 Dualities Of Exploration And Exploitation 11 Facilitating Change in Multinational Organizations Overview 435 436 437 433 The Arduous Route To Transnational Organization Spiral Evolution of the Multidomestic Organization Encouraging Subsidiary Initiative in the Meganational Organize One Way, Manage the Other Way 449 444 Implementing And Executing Business Plans Through People Challenges of Managing Change 451 452 450 Gaining Acceptance through Fair Process The Five E Framework 454 The Tensions behind Fair Process and the Five Es The Role of HR in Leading Change 463 467 467 462 Building Organizational Agility Developing Strategic Sensitivity Building Leadership Unity and Collective Commitment Resource Flexibility 469 470 468 Agility Means Riding the Ups and Downs 12 Managing Alliances and Joint Ventures Overview 477 478 476 The Whys And Whats Of Alliances Alliance Business Drivers Understanding Alliances 478 480 Planning And Negotiating Alliances 485 486 HRM Issues in Developing an Alliance Strategy Preparing for Negotiations 491 Negotiation Challenges in Joint Venture Formation 492 Implementing Alliances 496 496 Managing the Interfaces with the Parent Alliance 498 507 508 Human Resource Management Issues in Managing the Supporting Alliance Learning Obstacles to Alliance Learning HRM Foundations for Effective Alliance Learning 512 The Evolving Role Of Alliances Managing Network Boundaries 517 517 519 Alliances as Journey toward Transnationalism 13 Forging Cross-Border Mergers and Acquisitions Overview 527 527 529 525 The MandA Phenomenon The Drivers of Mergers and Acquisitions Observing the MandA Experience A Framework for Thinking about MandAs 531 534 537 Key Human Resource Management Issues From Planning To Closing The Due Diligence Process The Human Capital Audit Cultural Due Diligence Closing the Deal 546 539 540 Planning Acquisitions: The HRM Perspective 541 543 544 The Post-Merger Integration Process The MandA Integration Agenda Managing Post-Merger Integration 547 550 547 People Challenges of Post-Merger Integration 555 MandA As Organizational Capability Learning from Acquisitions From Learning to Action 563 561 561 14 Transforming the Global Human Resource Role Overview 571 572 570 What Is Unique About The Global HR Function? Organizing Global Human Resources HRM Process and Content Development HR Service Delivery Business Support 582 585 577 574 574 Where Are The Boundaries Of HR? The Responsibilities of Local, Regional, and Global Units Where Is the External Boundary of HR's Responsibilities? The Responsibility for HRM--Line Managers or HR? 585 587 589 Developing The Capabilities Of The HR Function HR Competencies 590 Developing HR Managers for the Transnational Firm 590 593 596 Global Challenges Worth Standing Up For Building a Competitive Culture Organizational Sustainability 596 598 599 601 Fighting for the Long-term Perspective The Social Implications of Globalization HRM As Tension Management 604 BIBLIOGRAPHY NAME INDEX SUBJECT INDEX 612 659 675

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