Abstract
The contribution of the HR function in supporting international business operations has received limited attention to date, with even less attention paid to HR roles. This article seeks to address this by studying the role of HR managers on international projects. We identify five IHR roles: service provider, policy police, strategic partner, change agent; and welfare officer. We also identifyhow these roles are enacted, questioning the prevailing divide between strategic and operational roles; and adding another dimension—emotional. We also argue that role enactment is context-specific; and show how context constrains as well as enables IHR role enactment.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
