Abstract
This paper examines Internal Market Orientation (IMO) in the context of international businesses (Multinational Corporations, MNCs) that execute international human resources management (IHRM) to manage their workforce overseas. Grounded in conventional IMO theory, this study suggests a novel iIMO framework that introduces the utilisation of ICTs in IMO and sets business performance metrics as an outcome of iIMO implementation. The viability of the iIMO model was verified following empirical research, which included surveying 650 employees who represent 147 international organisations in the Russian Federation. This paper posits the suitability of the iIMO concept application in the IHRM and affirms its efficacy in the improvement of the MNCs’ business performance.
Highlights
International businesses have long been seeking solutions to increase personnel efficiency because it leads to performance improvements (O’Donnell et al, 2019)
This paper examines Internal Market Orientation (IMO) in the context of international businesses (Multinational Corporations, MNCs) that execute international human resources management (IHRM) to manage their workforce overseas
The completed study complements both the research streams in IHRM and IMO domains
Summary
International businesses have long been seeking solutions to increase personnel efficiency because it leads to performance improvements (O’Donnell et al, 2019) One of these solutions involved implementation of the marketing concept within an organisation where employees are reckoned as internal customers (Bowen and Schneider, 1988). A growing body of research recognises the importance of IHRM, as it has a pivotal role in managing MNCs’ subsidiaries (Bos-Nehles et al, 2017) To promote their core corporate values, companies with overseas operations endeavour to align their HRM across all subsidiaries by transferring relevant policies and practices to remote offices (Ahlvik et al, 2016). Researchers formulated a crucial research question in IHRM studies as ‘how are people managed in multinational corporations, and what are the practical implications for international management?’ (Björkman and Welch, (2015), p.137)
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