International Human Resource Management Research Articles

Digital humanists in the modern international business world—Bulgarian context

Digital humanists play a crucial role in the modern international business world by combining the principles of regular employees with the advancements of digital technologies to address a variety of challenges and opportunities. They are specific labour forces that are driving digital transformation and innovation in the modern international business world. This article presents some key impacts the digital humanists have on global business practices and strategies particularly in the area of international business. Using the advantages, the digital era in which we live provides, digital humanists are becoming part of the international workforce but in a different and non-standard way. The main purpose of this article is to highlight some of the main characteristics of this modern workforce, the advantages and disadvantages of such an approach. It should be noted that the article is part of a scientific research dedicated to the changes in the international human resource management due to the technology developments and digitalization of the international business. The main research methods used are literature summary and analysis, comparative analysis, focus group interviews.

Looking back to look forward: Disruption, innovation and future trends in international human resource management

Recent global challenges, particularly the COVID-19 pandemic, have underscored the critical role of human resources in international business, pushing disruptions and innovations to the forefront of international human resource management (IHRM) research and practice. This special issue editorial provides a timely and in-depth examination of the evolving IHRM landscape, reflecting on the profound changes brought by the pandemic and investigating the transformative potential of AI-driven innovations in shaping an uncertain future. Through our exploration, we challenge several dangerous assumptions that global leaders must navigate and propose a forward-looking research agenda for the IHRM field. Our analysis highlights five key themes: (1) demographic shifts and diversity, (2) evolving patterns in globalization and global mobility, (3) the complexities of managing global workforces, (4) emerging dynamics in international careers, and (5) the role of multinational enterprises (MNEs) and international small- and medium-sized enterprises (SMEs). Together, these themes offer a comprehensive framework for advancing IHRM research and practice in an increasingly complex and dynamic global environment.

An Ethnographic Study of Chinese Business Expatriates in Tanzania

This ethnographic study investigates the motivations and experiences of Chinese business expatriates in Tanzania, focusing on their life management, language proficiency, and engagement with petty corruption. Chinese expatriates’ motivation for expatriation is often pragmatic, prioritizing family-oriented well-being over individual well-being. Language proficiency is shown to mediate power dynamics and reduce information asymmetry, while petty corruption is a strategic investment to navigate bureaucracy and secure benefits, despite an imbalance in reciprocity. This study enhances our understanding of the cross-cultural experiences of Chinese expatriates in Tanzania and offers valuable insights for effective International Human Resource Management (IHRM) practices.

Navigating global HR challenges and safeguarding long-term sustainability

This research delves into the dynamic shifts in human resource management strategies prompted by the COVID-19 pandemic. It investigates the mediating influence of information technology (IT) challenges on the connection between pandemic-induced international human resource management (IHRM) practices and the competitiveness of multinational corporations (MNCs) in Malaysia with focusing on sustainable development. Through the analysis of data collected from 172 respondents via self-administered questionnaires in Malaysian MNCs across various sectors including education, general services, ICT, property, construction, and healthcare, the study employs partial least squares structural equation modeling (PLS-SEM) to validate the proposed hypotheses. The findings highlight the substantial impact of compensation and staffing practices on technology transfer challenges within MNCs. Furthermore, the study reveals that the implementation of remote work, particularly during and post-lockdowns, is associated with elevated compensation and enhances overall company competitiveness. These outcomes offer theoretical and practical insights, furnishing human resource managers, especially in multinational corporations, with valuable guidance for maintaining competitiveness amidst the disruptions of a pandemic and promoting sustainability in HR practices. By highlighting the potential benefits of working from home in terms of both IHRM outcomes and competitiveness, the study contributes to ongoing discussions about the future of work and the role of technology-enabled practices in driving organizational success and sustainable development.

Five decades of policymaking in the EU – background and overview of the current state of employee financial participation

Purpose Opinions drafted by the European Economic and Social Committee (EESC), and reports and studies by the European Parliament and 2014 and 2018 Resolutions on employee financial participation (EFP) emphasised the growing importance of EFP, particularly with respect to small and medium-sized enterprises. Against this background, the commission included the promotion of employee share ownership in its Action Plan to reform European company law and corporate governance and embarked on the 2013/14 Pilot Project. Based on the most recent data on the scope and impact of various EFP schemes in EU companies and the legal and regulatory changes in individual Member States, the aim of this article is to provide an overview of policymaking and the main trends of the dynamics of EFP over the last three decades.Design/methodology/approach We give an overview (1) of the analysis of the most recent rounds of different large-scale cross-country surveys (2015 European Working Conditions Survey, 2021 CRANET [Cranfield Network on International Human Resource Management], 2019 European Company Survey [ECS]) and (2) of the EU policy documents and legislative acts over the last three decades. We provide a tabular overview of the status quo in all 29 countries under consideration as of January 2024 to provide the reader with an Alta vista summary view of all forms of EFP practised.Findings The European Commission’s interest in EFP has grown substantially since the publication of the first PEPPER Report in 1991 and the Council Recommendation on EFP of 27 July 1992. Since then, the European Union has not only extended from 12 Members States to currently 27 but has also faced many complex and urgent challenges. Financial and other crises have endangered prosperity and cohesion on the continent and both, the financial crisis of 2008/09, and the coronavirus disease 2019 (COVID-19) pandemic 2020/21 have left their marks on “Social Europe”.Originality/value The European Commission’s interest in EFP has grown substantially since the publication of the first PEPPER (Promotion of Employee Participation in Profits and Enterprise Results) Report in 1991 and the Council Recommendation on EFP on 27 July 1992. Since then, the European Union has not only extended from 12 Members States to currently 27 but has also faced many complex and urgent challenges. Financial and other crises have endangered prosperity and cohesion on the continent and both, the financial crisis of 2008/09, and the COVID-19 pandemic 2020/21 have left their marks on “Social Europe”.

Rethinking contexts and institutions for research on human resource management in multinational enterprises in an age of polycrisis: reflections and suggestions

International human resource management (IHRM) has covered two very distinct areas: comparative HRM (comparing HRM between national settings) and HRM in multinational enterprises (MNEs). Existing research has pointed to the multifaceted nature of contextual effects, and how they may differ qualitatively according to locale. This perspective article argues that a distinct and shared theme across this literature is much more than a recognition that many different sets of institutions and/or cultural features can make for viable alternative HRM models. We also consider whether or not MNEs seek to accommodate local realities or work to change them. Developing and broadening inquiry around these concerns may represent a solid way for researching IHRM in an age of polycrisis. Such understandings may be of great value in exploring the relationship between the present global polycrisis and HRM practice. We highlight potential concerns and opportunities for theorizing around the same.

What is the relation between training transfer evaluation factors and training transfer when measured in the Spanish Public Administration?

The European Commission will reinforce the value of adult training through an evaluation of the impact of actions. Among the existing options in evaluating the impact of actions, training transfer is crucial in determining the degree to which the learning acquired during training is used at work. We validated a predicting transfer model in the Spanish Public Administration (SPA) by analyzing, through structural equation modeling (SEM), results of the application of the Factors for Predicting Transfer (FPT) questionnaire applied after the training, and the Scale of Efficacy (CdE) applied four months after the training (n = 726). Although satisfaction and motivation to transfer were not related to transfer, content relevance and accountability were. This study widens the traditional contexts of the study of training transfer and provides valid and reliable empirical data on transfer embedded in a new context, the Spanish Public Administration. This can help further develop the field of international human resource management (IHRM) by exploring transfer in different cultural contexts.

“Willing to go the extra mile”: an exploration of antecedents of assigned expatriates' work engagement

PurposeThe expatriation literature (a substantial domain of the International HRM literature) has not paid sufficient attention to the phenomenon of work engagement, which is essential for expatriate success. Equally, research on work engagement in Organizational Behavior, although extensive and mature, has neglected the context of expatriation. Our study bridges the two literature streams to examine the antecedents of expatriates’ work engagement within the distinct context of international assignments.Design/methodology/approachThrough e-interviews with 27 Nordic assigned expatriates in 16 host countries, we delineate and organize antecedents of assigned expatriates’ work engagement in a framework.FindingsWe identify two clusters of antecedents – general and specific – characteristic of expatriate settings (e.g. distance to headquarters, pride in being chosen, culture, fewer distractions, success in a foreign context, adjustment, location, and language). We decompose each cluster into contextual and job-related antecedents leading to absorption, dedication, and vigor as three components of work engagement. We depict and organize the relationships in a framework.Originality/valueOur qualitative study connects two bodies of literature that have remained largely independent of each other. In doing this, we contribute to the expatriate literature by presenting a comprehensive picture of antecedents to work engagement and the engagement literature by exploring engagement in a new occupational work setting, namely international assignments.

Conceptual and methodological issues in international and comparative HRM: Transferring lessons from comparative public policy

In 2016, a special edition of Human Resource Management Review established a theoretical and empirical development framework to address the fundamental issue of convergence/divergence. An intriguing question raised by the review was whether one could cross the comparative human resource management (CHRM) stream with its international human resource management (IHRM) counterpart to theoretically and empirically benefit both. This paper addresses a similar topic, albeit looking outwards to the archetypal context-driven comparative public policy (CPP) discipline rather than inwards to two adjacent international and comparative streams. Centering on the standardization-convergence divide in IHRM and the practice-divergence conundrum in CHRM, the paper demonstrates how CPP's rich conceptual and methodological heritage can help overcome tensions in both streams while informing several meta-analytic review and future research suggestions.

The where and the who of HRM decision-making: HRM decentralization and devolution

PurposeHRM decentralization and devolution have been highlighted as key HRM processes in organizations’ quest for increased flexibility. Although they have been extensively studied in the MNC and International HRM literature, they have mainly been examined on a separate basis, and their definition and operationalization have often been confused. Thus, we first clarify the difference between the two concepts by refining the definitions by Hoogendoorn and Brewster (1992), and then empirically examine how they are related.Design/methodology/approachThe relationship between HRM decentralization and devolution is examined by means of a survey in a large multi-country sample of multi-unit organizations.FindingsRegarding our clarification objective, we contend that devolution has to do with who takes responsibilities for HRM (i.e. line managers or HRM professionals) while decentralization refers to where HRM responsibilities are allocated (i.e. headquarters or increasingly local units). Regarding the relationship between the two concepts, the results show that higher levels of HRM decentralization are related to higher levels of devolution, but this association is attenuated in organizations with more powerful HRM departments.Originality/valueThe study contributes to theory and practice by disentangling, at the conceptual, operational, empirical and practical levels, two different but related HRM decisions (how much to devolve and how much to decentralize HRM) that organizations must make to efficiently cope with the characteristics of their own structure and competitive environment. It highlights the role of the relative power of HRM departments in how HRM responsibilities are ultimately distributed across the organization.

Navigating Global Talent: An Overview of Information Systems in International Human Resource Management (IHRM)

All through the long haul, Overall Human Resource The chiefs (IHRM) has gone through a huge turn of events. At previously confined to administrative tasks, it has now emerged as a fundamental accessory essential to various leveled accomplishment. Data innovation progressions, which have adjusted the IHRM scene, have sped up this change. The way HR processes are carried out within organizations has been reclassified as a result of the inevitable reception of data frameworks. From the combination and ability to the utilization and sharing of data, every part of IHRM has been reshaped. As well as making conventional HR works more powerful, the advanced upheaval plays raised HR's part in forming business systems. Associations' HR rehearsals have changed in perspective as a result of using data frameworks. HR experts currently have additional opportunity to focus on essential drives because of routine undertakings being mechanized, bringing about more prominent arrangement with the general objectives of the association. This strategic repositioning of HR within the framework of the business necessitated a reevaluation of personnel functions and expertise. This article examines the extensive impact that information systems have on IHRM and draws on existing literature and empirical evidence for its analysis. The numerous benefits and disadvantages of implementing information systems in IHRM are explained. In addition, it provides a comprehensive analysis of the shifting duties of HR professionals in the digital age. The expanded productivity that data frameworks accommodate HR processes is one of the most outstanding benefits of IHRM. Tasks that required a lot of time and resources in the past can now be simplified and completed with unprecedented speed and precision. This efficiency benefit engages HR divisions to apportion more resources towards key drives, appropriately overhauling their obligation to legitimate accomplishment. In addition, information-driven direction facilitates data framework integration into IHRM. By handling the power of examination, HR specialists can assemble significant pieces of information into workforce examples and execution estimations. HR procedures that are customized to meet the changing requirements of the labor force and the business can be created utilizing this significant knowledge. However, despite the numerous advantages, there are a few drawbacks to incorporating data frameworks into IHRM. The boss among these is the risk of becoming overly dependent on innovation, which may make the board's human resources component questionable. Likewise, worries about information protection and security are huge, especially in this period of rigid administrative prerequisites. Overall, the integration of data frameworks into IHRM has opened up a new era of opportunity and change. While it has unquestionably improved HR practices' proficiency and viability, it also necessitates a reevaluation of HR tasks and responsibilities. By discovering some sort of amicability between mechanical turn of events and human-driven approaches, affiliations can utilize the most extreme limit of information systems to drive key HR drives and achieve efficient advantage in the overall business community. KEY WORDS International Human Resource Management, Information Technology, Strategic Partnership, Digital Transformation, HR Processes, Organizational Strategy, Data-driven Decision-making, Personnel Functions, Technology Applications, Global Talent Management.

Attachment and adjustment in expatriate reactions to the 2011 Tohoku disasters

PurposeThis study aims to develop an extended social attachment model for expatriates, integrating a multiple stakeholder perspective, to understand evacuation decisions during disasters.Design/methodology/approachThrough 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.FindingsWhile 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 implicationsDisaster 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/valueBy 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.

Bibliometric Methods in HRM: Contribution and Utility

This paper offers an overview of the usefulness of bibliographic analysis and conducts a retrospective review of the Human Resource Management Journal (HRMJ). The first part of the paper explains that bibliographic methods are not fully democratized in management and have just started their modest ascent in HRM. In the second part, the paper provides a retrospective review (1990–2022) of HRMJ articles (n = 855), which constitutes one of the two general objectives of bibliometric analysis. The results revealed that bibliometrics analysis significantly contributes to the HRM body of knowledge, especially given that this methodology is barely used in HRM research. Conversely, the retrospective review has identified trends in performance analysis, such as co-authorship internationalization in HRMJ articles that were unclear until 2011. We also highlighted the existence of six major clusters: HRM and organizational behavior (cluster 1), HR practices and policies (cluster 2), HRM as a strategy (cluster 3), HRM and performance (cluster 4), international HRM (cluster 5), and HRM roles and contingencies (cluster 6). Insights into potential trajectories for HRMJ scope are provided.

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.