Abstract
AbstractThis case revolves around Nurul Rahman, a DHL Bangladesh (DHLB) manager who must recommend which of the two human resource information systems (HRISs) DHLB should adopt to alleviate the escalating workload on its human resources (HR) department. The choice between these systems is difficult: the HRIS favored by regional headquarters is significantly more expensive and likely unsuited to DHLB's unique needs, whereas the HRIS favored by DHLB—although likely effective —seems to be incapable of meeting headquarters' strong preference for streamlining human resource systems across disparate Asian subsidiaries. Rahman must carefully balance conflicting stakeholder interests and do so against the backdrop of a politically powerful headquarters that can “make or break” managerial careers. © 2008 Wiley Periodicals, Inc.
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