Strategic human resource strategies for transnationals in Europe

Abstract

In this article, we address strategic international human resource management and the transnational. We begin by exploring the development of the field of strategic international human resources management (SIHRM). We then examine how issues of strategic human resource management might be accomplished in the transnational, a particular type of multinational firm. We propose that the concept of “communities of practice”, and the development of these concepts within the transnational may offer insights into strategic human resource management task of the transnational manager. In an effort to advance the literature of SIHRM to greater specificity, we examine the traditional HRM categories of selection, development, appraisal, and rewards within the context of these “communities of practice” and within the particular context of the transnational in Europe.