International Human Resource Management Research Articles

Attachment and adjustment in expatriate reactions to the 2011 Tohoku disasters

Purpose This study aims to develop an extended social attachment model for expatriates, integrating a multiple stakeholder perspective, to understand evacuation decisions during disasters. Design/methodology/approach Through interviews with 12 Tokyo-based expatriates who experienced the 2011 Tohoku earthquake, tsunami and nuclear disasters, this study collects the lived experiences of a diverse set of expatriates. This data is analyzed abductively to map relevant evacuation factors and to propose a reaction typology. Findings While the 2011 Tohoku disasters caused regional destruction and fears of nuclear fallout, Tokyo remained largely unscathed. Still, many expatriates based in Tokyo chose to leave the country. Evacuation decisions were shaped by an interplay of threat assessment, location of attachment figures and cross-cultural adjustment. The study also discusses the influence of expatriate types. Practical implications Disaster planning is often overlooked or designed primarily with host country nationals in mind. Expatriates often lack the disaster experience and readiness of host country nationals in disaster-prone regions in Asia and beyond, and thus might need special attention when disaster strikes. This study provides advice for how to do so. Originality/value By unpacking the under-researched and complex phenomenon of expatriate reactions to disasters, this study contributes to the fields of international human resource and disaster management. Specifically, seven proposition on casual links leading to expatriate evacuation are suggested, paving the way for future research.

Employee Performance in Multinational Corporations: The Impact of Cross-Cultural Training in the Globalized Era

In today’s era of rapid globalization, cultural conflicts among employees can pose a significant challenge to the development of multinational corporations (MNCs). This paper examines the impact of cross-cultural training on employee performance in MNCs. The literature review emphasizes the growing significance of International Human Resource Management (IHRM) and the crucial role of employee behavior and attitudes in shaping job performance. The study hypothesizes that cross-cultural training enhances the cross-cultural adaptability of expatriate employees, thereby positively impacting their performance. The methodology section outlines the methods used in the study for sample selection, variable measurement, data collection, and statistical analysis. The discussion section discusses the strategic costs of cultural integration within organizations. It emphasizes the importance of cross-cultural training in promoting effective communication, mutual understanding, and productivity in multicultural work environments. The paper highlights the need for MNCs to adapt to different cultural environments and achieve success in global business operations by fostering cross-cultural communication and collaboration.

A Short Review of Various Models of International Human Resource Management

A Short Review of Various Models of International Human Resource Management

Understanding the evolution of international human resource management research: a bibliometric review over the past 25 years (1995–2019)

PurposeThe aim of this paper is to offer a comprehensive overview of the field of international human resource management (IHRM) research by tracing its evolutionary development over a 24-year period. The study seeks to understand how the field has progressed by considering historical research themes and their subsequent integration into more recent scholarly work, thereby identifying current and emerging research trends.Design/methodology/approachThis paper employs bibliometric analysis to examine the evolutionary path of IHRM research from 1995 to 2019. A dataset of 1,507 articles from journals specializing in IHRM, international business and general management was created. Analysis at the keyword, thematic and network levels was conducted to identify trends, historical context and the interrelatedness of research themes.FindingsThe analysis reveals that IHRM research has gone through several phases of thematic focus, from initial emphasis on cultural differences and expatriate management to more recent topics like global talent management and digital transformation. Earlier research themes continue to be incorporated and re-contextualized in modern scholarship, highlighting the field’s dynamic nature.Originality/valueThis paper is one of the first to use a bibliometric approach to systematically examine the evolution of IHRM research. It not only provides a historical perspective but also outlines future research trends, incorporating the institutional logic perspective. The findings offer deep insights that are valuable for researchers, practitioners and policymakers interested in the development of IHRM research and its practical implications.

International Human Resource Management, 7th edition

International Human Resource Management, 7th edition

Advancing Corporate Social Responsibility: Development of a Measurement Scale Unveiling Organizational Citizenship Behaviors in Culturally Diverse Environments

Abstract Objective The modern concept of corporate social responsibility (CSR) is increasingly becoming integrated into the practices of organizations. One of the distinctive individual competencies in CSR is the ability to work in a multicultural environment. This study proposes a suitable empirical measurement tool that facilitates understanding organizational citizenship behaviors focused on cultural diversity (OCBCs). Methodology To validate the OCBC measure, 980 participants completed the questionnaire (n = 980). An exploratory factor analysis (EFA) was conducted on one part of the sample as a prerequisite to a confirmatory factor analysis (CFA) on the other part of the sample. Finding This tool enabled the identification of two main types of OCBCs: cultural initiative and cultural helping. These actions enhance organizational practices for integrating cultural diversity and promoting diverse cultural values. Value Added This study furthers the understanding of OCBCs and the role of individuals in culturally diverse contexts. This study contributes to international human resource management research and practice by developing an instrument for use in expatriate contexts or in those associated with organizational cultural diversity. It provides a deeper look at OCBs and contributes to the scientific literature on the role of human resources in promoting sustainable development in organizations. Recommendations The OCBCs measurement tool could assist human resource managers seeking to encourage and facilitate the performance of appropriate OCBCs in the workplace. This performance will allow OCBCs to facilitate informal learning.

Exploring the configuration of international HRM strategies for global integration and local responsiveness in MNEs

This study examines the configuration of international HRM strategies to understand how an MNE pursues global integration and local responsiveness simultaneously in HRM. Drawing upon cases of eight South Korean and Japanese MNEs, we identify different patterns of configuration of five international HRM strategies that shape distinct sets of activities. We show that the firms pursue global integration and local responsiveness simultaneously, but in distinct ways, by configuring international HRM strategies for both integration and responsiveness rather than solely just relying on either one. Our findings offer insight into how MNEs actually manage the duality of global integration and local responsiveness at the strategy level beyond the hybridization of global standardization and localization of practices.

International Human Resource Management, 7th edition

International Human Resource Management, 7th edition

Artificial intelligence for international business: Its use, challenges, and suggestions for future research and practice

AbstractThe emergence of artificial intelligence (AI) has transformed global business, aiding operational efficiency and innovation. It utilizes machine learning and big data analytics, driving predictive market trends and strategic decision‐making. However, despite the rising discussion and accessibility of AI tools, understanding its impact on international business remains limited. This article explores AI's potential in international business strategies, practices, and activities. To address this aim, we reviewed 37 articles in the existing literature to critically explore AI within the context of international business. More specifically, we explored how AI can be applied to innovation approaches in international business, international market selection, entry modes, foreign exchange, international human resource management, international supply chains, managing across cultures, and more topics. AI has necessitated changes in workplace configurations and the need for organizational and employee adjustments in response to this technology. As a result of the foregoing issues on AI integration within international business, our analysis provided an exploratory discussion around its use, challenges, managerial implications, and suggested areas requiring future studies.

International Training and Development

It is widely accepted that effective management of human resources will bring about increased organizational and employee performance. Based on this, the area of international human resource management (IHRM) has gained increased interest, especially with the continued growth of multinational corporations and globalization. Many IHRM practices and theories have been developed since the emergence of international business. The boundaries of IHRM are established within the concepts of MNC management across diverse cultural work practices as well as comparative international HRM among organisations. In this paper, I will reflect on these concepts as applicable in the practices of international training and development and performance management and compensation. My reflective essay will explore these topics with a key interest in expatriates who are affected greatly

The impact of cultural distance on the migration of professional athletes as high-skilled employees

AbstractGlobal migration creates both challenges and opportunities for employees and employers. An important issue in international business and human resource management is the integration of employees into a culturally different working industrial environment because focusing on cultural differences, integration, and mitigating culture shock can provide a competitive advantage. Our research examined the global migration involving the Hofstede cultural dimensions in the sports industry, especially in the football transfer market. The paper aims to find a relationship between cultural distance as an expression of cultural differences and international transfers of professional footballers as high-skilled and talented employees. Our study is based on a substantial quantitative examination of processing 34,430 international transfers. Our research question is: What kind of relationship can be detected between cultural distance and the migration of professional footballers? The results of a linear regression model show a significant negative correlation between the number of transfers and cultural distance. However, we believe that the country's economic performance and professional sports standards or quality are essential in addition to the cultural distance. Therefore, as a next step, the analysis involved both factors in getting a more sophisticated result. The results of the multiple regression model confirm the attitude of professional athletes; besides cultural distance, the impact of other factors (economic and/or professional aspects) is also important. Therefore, we recommend that companies pay close attention to their particularly valuable human resources.

Future of Work - Opportunities, Challenges and Implications for International, Comparative and Cross-National HRM

The rapidly evolving future of work, driven by technological advancements, globalization, and shifting societal dynamics, presents significant opportunities, challenges, and implications for Human Resource Management. Whilst few scholars have responded to this in the mainstream HRM, there is a drought of research on the implications of the future of work and its dynamics on international, comparative, and cross-national Human Resource Management (HRM) sub-field. Through a random review, examination, critical analysis, and synthesizing of articles on the Future of Work and International HRM, this paper explores these aspects and highlights key trends such as automation, artificial intelligence, remote work, and the gig economy as they tend to shape the future of work and subsequently the practice of International HRM. Findings reveal that organizations face complex HRM challenges in a globalized workforce, diverse cultural contexts, and emerging technologies. The immense opportunities lie in leveraging technology to enhance productivity, efficiency, and innovation. International HRM practices can benefit from global talent pools, promoting diversity and multiculturalism. Cross-national HRM strategies facilitate knowledge transfer, skill development, and cross-cultural collaboration. However, challenges arise from workforce displacement due to automation and AI, raising concerns about job security and inequality. HRM professionals must address reskilling and upskilling initiatives to ensure employees remain adaptable and competitive. Managing a geographically dispersed workforce requires effective communication, coordination, and cultural sensitivity. The implications for international, comparative, and cross-national HRM practices are significant. Agile and flexible approaches to talent acquisition, retention, and development are necessary. Strategies must be tailored to specific cultural contexts, considering legal, economic, and social factors. Ethical considerations, including data privacy, algorithmic bias, and employee well-being, become paramount. In conclusion, we have proposed that HRM professionals must stay updated, collaborate with diverse stakeholders, and embrace innovative practices to harness the future of work's full potential while mitigating its challenges. Proactive and forward-thinking approaches are essential for organizations and HRM practitioners to navigate this dynamic landscape successfully.

An Institutional Perspective on Strategic Alignment of International Human Resource Management in Multinational Enterprises

ABSTRACT Multinational enterprises (MNEs) seek global alignment of international human resource management (IHRM) systems and practices for efficiency and control. Previous studies have provided conflicting evidence regarding the best approach for HR implementation across countries. Disparate institutional contexts in host countries may make MNE strategic IHRM alignment problematic. Adopting an institutional perspective, we offer a conceptual model which addresses these obstacles through the provision of a process approach solution. We extend the general MNE model to emerging market multinationals (EMNEs), highlighting why EMNEs differ from traditional MNEs in seeking SIHRM alignment. Implications for practice and future research are discussed.

The Role, Nature and Contribution of Indian Emerging Market Multinational Companies in African Countries

This article examines factors pertaining to the development of Indian emerging market multinational companies (EMNCs) in African countries. India is a member of the BRICS grouping of developing countries, the others being Brazil, China, Russia and South Africa. Therefore, understanding its role, scale and dynamics of internationalising in the African context is particularly important. The following key areas are examined: the historical and socio-economic context, internationalisation strategies of Indian MNCs in African countries, home and host country factors, labour markets in host countries and human resource management (HRM) approaches of selected Indian EMNCs in particular African countries. Most work on international business and international HRM in Africa focuses on the Sino-Africa nexus. Both China and India are members of the BRICS grouping but have followed different trajectories in internationalising in the African context. This analysis helps fill a gap by evaluating the Afro-Indian relationship in business, particularly EMNCs from India. The analysis finds the following abiding themes in the historical connections and relationships of Indian EMNCs: the role of family-owned businesses, human resource development and long-term host country commitment.

Strategic divestment of emerging market firms: the influence of returnee managers and CEO characteristics

PurposeThis study aims to examine the role of returnee managers that can affect the strategic-divestment decision of emerging-market firms (EM firms). Drawing on arguments from the upper echelons theory and international human resource mobility perspectives, this study aims to propose that returnee managers influence corporate divestitures when the business outlook is negative. In addition, this study aims to examine the interplay between returnee managers and CEOs, whose characteristics can foster or undermine the efforts of returnee managers to engage in corporate divestments.Design/methodology/approachThis study examines 278 firms from nine emerging economies. The negative binomial regression was employed to estimate the model. In the robustness checks, the logistic regression was adopted to confirm the earlier findings.FindingsThe empirical results support the notion that returnee managers strengthen the relationship between firm performance and divestments. Because of the limited liabilities of foreignness and outsidership, returnee managers can gain social trust and credibility through communication and social interaction. Furthermore, the results provide mixed support for the moderating effect of CEO characteristics on the performance–divestment relationship.Practical implicationsThis study reveals that returnee managers are a great asset for EM firms that aim to find synergies and upgrade their capabilities through asset reconfiguration, which is an essential activity of emerging market firms to integrate themselves into the global competition. Meanwhile, CEO characteristics can foster (through their education level) or hinder (due to their age) divestment attempts, influenced by returnee managers.Originality/valueThis study explores an understudied phenomenon in international business (IB): strategic divestment of EM firms. The literature that examines strategic divestment and corporate refocusing in emerging markets is extremely limited. Furthermore, this study explores the novel topic that intersects the international business (IB) and international human resource management (IHRM) research areas. Specifically, this study investigates the impact of returnee managers on strategic divestments.

The mediating performance role of staffing options in MNE subsidiary strategies within rapidly deteriorating environments

PurposeIn an environment of intensive global mobility, this study aims to investigate the performance role of staffing choices within diverse MNE subsidiary strategies. Incorporating the integration-responsiveness (IR) framework with a contingency perspective, this study proposes that the performance success of distinct MNE subsidiary strategies depends on staffing choices. This study argues that performance differences of staffing choices such as assigned expatriates, self-initiated expatriates, former inpatriates and host-country nationals derive from their different knowledge/experience advantages regarding the intra-firm environment and local market conditions.Design/methodology/approachThe study utilizes a unique sample of 169 foreign subsidiaries located in Greece that faced the outbreak of the COVID-19 pandemic (in 2020). For robustness reasons, this study also captures the imposition of capital controls (in June 2015).FindingsThis study finds important mediating performance effects of a diversified human resource portfolio across distinct subsidiary strategies in difficult times. Integration strategy tends to use more assigned expatriates, locally responsive strategy tends to utilize more host-country nationals, whereas multi-focal strategy favors self-initiated expatriates and former inpatriates, with positive subsidiary performance effects accordingly. So, staffing policies that are suitable to balance the needs of Human Resource Management (HRM) portfolio differ from strategy to strategy. Moreover, this study finds that managing HRM diversity is crucial in turbulent times.Originality/valueWhile the empirical evidence has been predominantly accumulated from large economies, largely neglecting performance effects of MNE subsidiary staffing in crisis contexts, the analysis sheds light on a small open economy (i.e. the Greek context) emphasizing rapidly environmental deterioration. The findings extend existing theorizing on international performance and HRM management by providing an integrative conceptual framework linking integration-responsiveness motivated strategies with distinct groups of high-quality human resources under contingency considerations, so creatively synthesizing largely fragmented IB and HRM research streams. The study provides valuable insights into the performance role of non-conventional staffing choices such as self-initiated expatriates and former inpatriates, given that relevant studies examine either exclusively expatriates or compare expatriates with host country nationals, reaching inconclusive results.

The potential of virtual expatriation – current state and future directions

The COVID-19 pandemic has forced organizations to change from the existing working model to a hybrid or fully virtual. The need to handle the pandemic constraints together with a growing trend of more flexibility in global mobility has prompted companies to review their policies around international remote working and establish some new rules. Employees will still travel to the host country, however, less frequently and for a shorter duration. This new model of work, called virtual expatriation, is becoming an alternative to the traditional expatriation and in the next years, it will become the main topic of human resource management (HRM). In this article, we attempt to examine virtual expatriation as the most emerging form and where virtual assignments are combined with other forms of international assignments (short-term assignments, business travels). The virtual expatriation work supported by the HR practices model is developed and verified empirically. Data for the verification obtained using qualitative methods: structured interviews. A structured standarised interview script are used and built through guidance provided by a classification matrix, with a sample collected from organizations from Europe (Poland, Portugal), Asia (India, China) and North America (USA). Only international HRM practitioners from selected countries have been interviewed. The own collaboration network has been used to reach the respondents (10-15 from each indicated continent. The interviews were conducted online, recorded and the transcript will be made by the researchers and available apps (Google). The coding method will be used to analyse the data obtained from the interviews. Moreover, systematic review of the literature has been applied. Multiple research databases has been used to answer formulated questions. The systematic review followed a defined plan in which the criteria has been stated before the review has been conducted. Keywords: Expatriate Effectiveness, Virtual Expatriate, Human Resource Practices, Virtual Assignment

Hidden agenda for cross-cultural training: understanding refugees’ cross-cultural experience through the capability approach

Cross-cultural training (CCT) is important for facilitating more effective interaction in a foreign country, yet theoretical development around CCT rarely captures modern-day migration trends, such as the refugee crisis. Building on the fact that refugees require extra cross-cultural support, as they rarely have sufficient time and resources to prepare pre-departure, we bring the humanitarian context to the field of international human resource management in general and to CCT literature in particular. Through a multidisciplinary review, we offer a theoretical model based on the capability approach to understand existing studies and guide future research. We especially examine the target social groups for CCT, the various components of the training, engagement by receiving community stakeholders, and the relationship of training to individuals’ cross-cultural experiences in a foreign country. CCT is vital for refugees to rebuild their lives and careers in a way that enhances their substantive choices and freedoms to achieve what they value in their new country, and our review suggests scholarship has more work to do to reflect contemporary trends in its theorizing of CCT.

Closer, stronger, and brighter: bringing IB and IHRM together through the lens of Sustainable Development Goals

Despite the shared research interest in multinational enterprises (MNEs) in international business (IB) and international human resource management (IHRM), the two fields of studies have been criticized for the lack of dialogues and collaborations that might be beneficial to extending the scope of knowledge in each. At the same time, both IB and IHRM have expanded into the international development area, evidenced by the growing interest in the role of MNEs in promoting or hampering the United Nations Sustainable Development Goals (SDGs). This perspective paper aims to address some of the critiques, challenge existing assumptions, and provide examples of research that critically examines the role of MNEs in promoting or hampering the realization of the SDGs. This paper highlights the emerging common ground between IB and IHRM, and identifies agendas for future theoretical and applied enquiries.

Internationally educated local staff or IntELS in Vietnam: do they feel supported in the workplace?

ABSTRACT This study examines the influence of international higher education exposure on the workplace integration of Internationally Educated Local Staff (IntELS). This research aims to enhance our understanding of how individuals with international higher education backgrounds navigate the challenges of integrating into local workplaces. It seeks to uncover the underlying dynamics by examining various aspects of the IntELS experience, including academic identity and its influence on the local workplace and utilises the Liability of Foreignness (LOF) theory at the individual level. Additionally, the research examines different levels of international higher education exposure, their implications, the process of academic identity formation, and re-entry concepts. The findings will contribute to the existing knowledge base and provide valuable insights for the development of strategies in international higher education and human resources management, ultimately facilitating a more effective integration process for IntELS in various organisations. This study represents the first known attempt to formally identify and recognise this group of international students as IntELS.