Abstract
Human resource management (HRM) policies in international organizations with wide geographic distribution and operating in high numbers of different cultural environments must be underpinned with a strong international management development (IMD) programme. Uses an exploratory, case‐study approach to show the ways in which several different international organizations are dealing with current situations and their perceived future needs. Describes how IMD is seen to be a comprehensive approach covering selection, training and career support, and how international recruitment is becoming a much more important feature, with the expatriate model of management fading. Explains the extent to which companies have faced adapting to the new conditions and suggests organizations should think longer‐term and more holistically when designing these systems.
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