International Human Resource Management Research Articles

Tiered expatriation: A social relations approach to staffing multinationals

This article applies a social relations discourse to examine the use of expatriates in Chinese multinational companies (MNCs). Expatriates are analyzed based on two sets of social relations: the social functions of expatriates (which include the global function of capital and the collective function of labor) and the pathways of expatriation (which include intra‐ and interfirm transfers). In particular, the framework incorporates the collective function of labor into the analysis of expatriation, which has received limited attention in the existing international HRM literature. Conceptually, the social relations discourse allowed us to frame staffing in an open system in which HR practices involving expatriation are shaped by the intersections between the choices of MNCs, the actions of workers, and the mediation of institutional players. Empirically, this article presents three case studies of Chinese MNCs in Europe to illustrate the tiered expatriation of managerial staff, technicians, and operational workers from interchangeable sources of labor. The HR policy implications suggest greater diversity in the formation of international staffing for MNCs.

Embracing localization: evidence from Western MNEs in Ghana

PurposeDespite the growing economic importance of Africa, the region has received scant attention in the international human resource management literature. The purpose of this paper is to address the gap in examining human resource management (HRM) practices in Western multinational enterprises’ (MNEs) subsidiary operations in Ghana, which is a significant foreign direct investment market in Africa. Focusing on recruitment and selection, training and development, performance management, and rewards management viewed through the ability, motivation and opportunity (AMO) framework, the research emphasizes that effectiveness of the MNEs’ cross-cultural operations has necessitated embracing localization across a range of practices in accordance with the Ghanaian cultural landscape and specificities.Design/methodology/approachThe paper draws on 37 in-depth interviews with managers and employees in eight subsidiaries of British, European and US MNEs in Ghana. Interviews were conducted in 2015 in three locations – the capital city Accra, Tema (in the south) and Tamale (in the north).FindingsThe research reinforces earlier literature emphasizing the importance of paternalism and family and to a lesser extent patronage, but presents new findings in highlighting the erstwhile unexplored role of local chiefs in influencing HRM practices in Western MNEs in Ghana. Utilizing the AMO framework, this paper highlights practices within each HR area that influences performance through impact on employee AMO.Practical implicationsThe research informs MNE managers about the strategic importance of observing local cultural practices and designing appropriate strategies for ensuring both operational effectiveness and successful cross-cultural collaboration with local managers and employees in Ghana. It is suggested that if managers implement practices that foster and enhance employee AMO, subsidiaries may benefit from employee potential and discretionary judgment.Originality/valueThis paper contributes to a dearth of literature on HRM practices of Western MNEs’ subsidiaries in Africa by examining the extent to which MNEs strategically localize their practices to accommodate specificities of the host country cultural context and operate successfully.

Going abroad to play: Motivations, challenges, and support of sports expatriates

Professional athletes moving abroad for their career is a novel phenomenon in international human resource management (IHRM). This exploratory article charts the motivations of sports expatriates to move abroad to play, as well as adjustment challenges and sources of support. A survey was conducted with 77 professional athletes in 10 different sports. The main motivations to move abroad were interest to experience life abroad, followed by the search for new challenges. In terms of challenges, different coaching style and communication issues were most often mentioned. Support was mainly informal, through team mates rather than professional providers. Our article contributes to the literature because it is one of the first studies focusing on sports expatriates from an international HR perspective. Our study provides information on a vulnerable group of expatriates; they are young in age and under extreme performance pressure. Sports expatriates need all the support they can get, and yet, little professional support is offered.

(In)Congruence Effects of Expatriate & Partner Depression & Marital Satisfaction on Repatriation

Building on and extending prior research that has identified the important influence of family on expatriate success, this study explores the simultaneous effects of expatriates and their partners’ joint attitudes on repatriation, an important expatriate outcome. Drawing from interdependence theory, we examine the effects of (in) congruence of two personal variables, depression and marital satisfaction, between expatriates and their partners on repatriation. Results from polynomial regressions coupled with surface response methodology of multi-wave, multi-source data from 244 expatriate-partner dyads, show that the congruence of expatriate-partner marital satisfaction is associated with a higher likelihood of expatriate’s repatriation. In contrast, the congruence of expatriate-partner depression did not relate to repatriation. Rather, results demonstrated that expatriates were more likely to repatriate when their own depression was higher than their partner’s depression. Interpretations of the findings and theoretical contributions of congruence perspective in international human resource management are discussed. Keywords: Expatriation; repatriation; interdependence theory; congruence; depression; marital satisfaction

The Diplomatic Spouse: Relationships between Adjustment, Social Support and Satisfaction with Life

This study investigates the relationship between adjustment, social support and satisfaction with life for expatriate spouses. The sample consists of European diplomatic spouses, residing all over the world. The sample consists of 268 participants: 231 females and 44 males. The findings of this study reveal that there was a significant relationship between adjustment and emotional and instrumental support as well as satisfaction with life. Further a multiple regression was performed to predict the level of satisfaction with life. Both adjustment and emotional support were statistically significant and they explained nearly 30% of the variability in participant’s satisfaction with life. In relation to theory, this study contributes to the field of cross-cultural research and it helps to further explain expatriate spouses’ cross-cultural adaptation. This study also furthers previous research in the field of International Human Resource Management. On the practical side, testing the relationship between adjustment, social support and satisfaction with life, Foreign Ministries within the European Union will be in a better position to improve their expatriate programs and policies.

Strategies for Enhancing Ib Leadership Skills in the Arkansas Delta Region – A Decision Science Approach

Modern business managers operate under intense performance pressures in a turbulent, globalized environment, while dealing with reduced workforces, and hyper-competition. Literature offers a preponderance of evidence to suggest that future global leadership would be founded on the tenets of sustainability and social responsibility. The Bird and Osland Pyramid Model of Global Leadership suggests a progression of knowledge and traits that are cumulative, advancing from bottom to top. At the base lies knowledge of how business is done across borders, basic concepts of international marketing, finance and human resource management. The IB program of the Arkansas State University could be developed to build global leadership capacity. A survey of students and faculty of ASU, and northeast Arkansas business professionals confirmed the need for curricula development to achieve learning in the leadership pyramid.

How far has international HRM travelled? A systematic review of literature on multinational corporations (2000–2014)

This article reviews the present state of research on multinational corporations (MNCs) in the international human resource management (IHRM) literature. Drawing on 342 articles from 39 English journals in the business and management field published over the period of 2000–2014, we identify three key strands within this section of the IHRM scholarly field (MNC country of origin/domicile effects; expatriate management; and, intra-organizational knowledge and strategy flows). Building up on our detailed assessment of trends in the literature based on a systematic review, we propose areas where the field could be developed and extended through drawing on insights from, and building synthesis with, cognate fields. We conclude that major developments on the ground – the increasing numbers of unskilled expatriate workers, the rise of MNCs from emerging markets, and the growth of transnational alternative investors – have the potential to transform the field of enquiry, yet are only starting to appear in the IHRM literature. In developing new major areas of enquiry – and in extending existing ones – insights may be drawn from the literature on comparative institutional analysis to take fuller account of trans-national actors.

Call for Papers: Special Issue: Research paradigms in international human resource management

Call for Papers: Special Issue: Research paradigms in international human resource management

International Journal of Human Resource Management (IJHRM) Special Issue on: International human resource management in contexts of high uncertainties

The aim of this special issue is to examine more closely of the implementations of international human resource management (IHRM) practices in the contexts of high uncertainties. It seeks Contexts ...

Potential Problems in International Human Resources Management Training Programs

Training program design, host countries context, cross-culture difference and expatriates’ learning styles are identified as the primary potential problems need to be considered in training programs. To cope with these issues, differentiated training elements are suggested to be focused on to build up a cost-effective training program. Operating in a global industry, MNEs may expect more integrated cooperation than those are in multidomestic industry. As subsidiaries in this situation are not implementers but cooperators, skills of network building are considered to be more necessary than skills of knowledge transfer and management. In addition, a cost leadership strategy may not allow a training program to be implemented in the host country, though it could result in a better outcome. Expatriates with different learning styles would be sensitive to different types of training programs. Differentiated training program based on these learning styles could also works effectively and efficiently.

It takes two to tango: a review of the empirical research on expatriate-local interactions

There has been a growing interest in the potentially positive impact of expatriate interactions with host country nationals (HCNs) in International Human Resource Management (IHRM). This paper provides a comprehensive overview of this relatively new body of literature, and organises the empirical research with regard to antecedents and outcomes of expatriate-local (E-L) interactions at four different levels of analysis: individual, dyadic, group, and societal level. A literature search resulted in the selection of 74 articles, published between 1990 and 2016, which focus on E-L interactions that influence the success of an organisation. The overview shows most of the research has been done at the individual level of analysis, examining the impact of contact with HCNs on expatriate adjustment and performance. Several avenues and suggestions for future research are listed; an important starting point for future research is to clearly delineate which aspect of expatriate-local interactions is investigated – the frequency, depth, or breadth of the contact. This review counterbalances the predominant IHRM focus on expatriates as sole actors in expatriate success by specifically including another important stakeholder, the HCN. It further provides directions and a research agenda for future research on expatriate-local interactions.

Repatriação de profissionais brasileiros: uma análise das políticas praticadas pelas empresas brasileiras

With the objective of analyzing the policies in the repatriation programs practiced in Brazilian transnational companies, this research focused on studying the international management of Human Resources, as well as on deepening the policies and practices of Brazilian companies that have repatriation programs. For this, a descriptive research was carried out with a population limited to the Brazilian Transnational Rankings (2011 and 2012) conducted by Fundação Dom Cabral. Of the 52 companies listed, 25 participated in the survey, which took the form of an on-site interview. The information obtained was analyzed with the aid of the qualitative analysis software Atlas TI, showing that there is some kind of care by companies in reducing the uncertainties of the returnee, either through efficient communication and clarity about the possibilities of growth; attractive salaries and benefits; of support; or a specific contract guaranteeing return for both parties.

A multi-level framework for understanding global talent management systems for high talent expatriates within and across subsidiaries of MNEs

PurposeResearchers and practitioners are interested in developing frameworks that can improve the understanding of the emerging field of global talent management (GTM) within and across the subsidiaries of multinational enterprises (MNEs). A few studies have proposed such frameworks but only implicitly include constructs at different levels of analysis. This paper is a step toward bridging the gap. Grounded in multi-level theory, international human resources management (IHRM) frameworks, and the ability-motivation-opportunity model, the purpose of this paper is to develop a multi-level framework that describes the processes through which antecedents at four levels of analysis affect a subsidiary’s GTM system, which in turn directly affects outcomes at three levels of analysis.Design/methodology/approachThis paper develops a multi-level framework that describes the processes through which antecedents at four levels of analysis affect a subsidiary’s GTM system. Along with including four levels of analysis and highlighting cross-level interactions in our proposed multi-level framework, several testable propositions are offered.FindingsThe framework developed in this paper depicts the causal relationship between the subsidiary IHRM strategy (subsidiary level) and subsidiary GTM system (subsidiary level), and the several moderating variables that specify conditions under which the subsidiary IHRM Strategy affects a subsidiary GTM system. The moderator variables include national culture distance (country level), MNE headquarters (HQ) orientation (MNE HQ level), and the required dynamic cross-cultural competencies (expatriate level). In addition, the framework shows the outcomes of a subsidiary’s GTM system across three levels: knowledge transfer (MNE HQ level), localization (subsidiary level), and cross-cultural learning (expatriate level). In the context of multi-level analyses (the authors discuss this next), the framework shows several top-down processes (e.g. P2, P4 and P5) and several bottom-up processes (e.g. P3 and P7).Research limitations/implicationsThe proposed multi-level framework describes important antecedents and outcomes of a subsidiary’s GTM system, and proposes several propositions for future empirical and theoretical research that could be the focus of a systematic research program and agenda on GTM in subsidiaries. In addition, the proposed framework enables us to advance the GTM literature by improving the understanding of and offering insights about the GTM system of a subsidiary, and specifically contribute to research in IHRM and GTM in a number of ways.Practical implicationsExisting scholarly GTM frameworks used by practitioners do not take into account the multi-level complexities that exist when a subsidiary IHRM strategy may not align with the subsidiary GTM system. As such, both practitioners and researchers would benefit by adopting a multi-level framework that accounts for these complexities and how they interact with one another to influence the way subsidiaries manage their expatriate talent.Originality/valueBy using multi-level theory to examine subsidiary GTM systems, the authors advance both the GTM literature and the IHRM literature. Overall, this paper attempts to shift the focus of each subsidiary’s GTM system to a broader, multi-level perspective and contribute to new theory building in GTM research, specifically in subsidiary GTM-MNE research and provide some thoughtful suggestions for HR practitioners wanting to enhance the effectiveness of their MNEs.

Expanding horizons and expatriate adjustment

PurposeExpatriate management is a popular theme in the field of international human resource management in light of the fact that expatriates play a crucial role in a MNC’s global operations. The purpose of this paper is to explore how MNCs select, train, deploy and support expatriate managers during and after their international assignment in the United Arab Emirates (UAE).Design/methodology/approachThis qualitative study is based on in-depth interviews with 22 Western expatriate managers who are presently based in the UAE. However, in order the ensure a diverse sample among the participants with regards to their age, professional experience, gender and nationality, purposeful sampling was utilized while selecting the participants.FindingsThe results of the present study cast light on many shortcomings of the overall expatriation process as they are implemented by MNCs in the UAE. Accordingly, there is a pressing need for MNCs in the UAE to develop strategic expatriation processes, involving the following critical factors: the selection of the right person for the right job; specific and relevant pre-departure and post-arrival cross-cultural training (CCT); practical support for the expatriate employees and their trailing spouses in the host country; and lastly, a clear repatriation strategy to mark a successful conclusion of foreign assignments in the UAE.Research limitations/implicationsIt is acknowledged that the results of this purely qualitative study, based on a relatively small sample size, cannot claim to represent the management theories, practices and realities of all the Western MNCs in the UAE. Moreover, these findings narrate the views and perceptions of this particular cohort of expatriate executives with relation to their selection, pre-departure CCT, adjustment in the UAE and the support and repatriation policies utilized by their companies for doing business in the UAE.Practical implicationsThis study points to the fact that technical skills are mostly considered to be the predominant selection criteria for the expatriate selections in the MNCs. Other abilities, such as language skills and relational and perceptual adjustability are considered to be less important and do not feature overtly in the selection criteria for expatriate positions. The results demonstrate that distinctive features of adjustability, which include expatriates’ willingness to communicate, their social orientation, dynamic anxiety resistance and openness ability are all critical to the adjustment in the host country and should be given more emphasis.Originality/valueRegardless of the presence of numerous MNCs in the UAE, it is indeed surprising to see that the topic of the expatriation management process in MNCs in the UAE has received little research attention. The objective of this study is to address this deficiency. Additionally, it is hoped that these findings may also be valuable to MNCs and consultants who are preparing expatriates for international assignments, especially in the Middle East and in particular in the UAE.

Human resource management outsourcing in Spanish firms: Evolution over time and implication for devolution

Purpose: The paper aim to explore the evolution in the use of HRO in Spanish firms, and determine the differences in the degree of implementation of HRO since 1999 until 2014, and also analyze the relationship between HR outsourcing and devolution of HR responsibilities to line managers in Spanish organizations.Design/methodology/approach: This paper combines quantitative and qualitative methods. Namely the article is based on international Cranet HRM survey data collected from private and public organizations and also interviews with HR external providers.Findings: The analysis of developments, based on the Cranet surveys and interviews with HR external providers shows that during the past few years there has been an increasing use of HRO in parallel with the tendency to devolve more HR responsibility to line managers.Research limitations/implications: The main limitation of this research is the limitation of data about reasons for devolution that the CRANET questionnaire provides. However, the interviews carried out enrich the survey data with qualitative results.Practical implications: The findings can be used to guide management teams in outsourcing and devolution decisions to maximize benefits to their organizations.Originality/value: This paper is about the evolution of HRO in Spain as a European Union country where published research on HRO and also its implications is relatively limited. The originality of this paper is mainly the involvement of line manager in the outsourcing process which have been poorly analyzed until now.

Making sense of global integration and local responsiveness in international HRM research

While the notions of global integration (GI) and local responsiveness (LR) have been widely used to analyse an MNE's international human resource management (IHRM) strategy, the specific ways of conceptualising these constructs in the literature remain unquestioned. This paper reviews how the two important constructs have been conceptualised in the international HRM research and evaluates whether such conceptualisations are adequate to examine MNEs' IHRM strategies to address the fundamental strategic problem - managing the duality of GI and LR in HRM of MNEs. An extensive review of the literature reveals that the widely used constructs have been narrowly conceptualised on a single dimension - HRM practice orientation - in the international HRM literature based on the dualistic assumption of the relationship between the two constructs, which prevents the exploration of emerging broader IHRM strategies. Based on the insights from the emerging literature, it is argued that GI and LR should be conceptualised as meta-level constructs that encompass multiple dimensions such that IHRM strategies could be considered various configurations of the ways of pursuing GI and LR across the dimensions to address the duality problem in MNEs.

Razvoj karijere u međunarodnom menadžmentu ljudskih resursa

International work assignments are one of the most effective tools for talent development and career advancement in international human resource management. International assignments that are learning-driven have a developmental character, since the aim of these assignments is the development of competencies and career advancement. The aim of the paper is to determine whether undertaking international assignments has a positive impact on long-term careers of employees inside and/or outside their parent companies. Research results show that international assignments, if they are integrated into a long-term career development plan of the employee and if a company properly manages all stages of the process, should have a positive impact on long-term career development of employees within and/or outside of their parent companies, since by undertaking international assignments employees improve their competence base, which makes them more valuable in the international labor market.

Making sense of global integration and local responsiveness in international HRM research

Making sense of global integration and local responsiveness in international HRM research

ICABML 2017 Conference Brochure

This conference is organized by the Centre for Research & Consultancy at Dubai Business School in collaboration with Dubai Chamber of Commerce & Industry, Academic Consortia of 21 universities in UAE, and AACSB/EQUIS accredited international universities.
 The theme of the conference is “Research for Business Innovation and Advancement” provides networking opportunities with high profile plenary sessions and PhD Workshops for participants.
 UD President Dr. Eesa Bastaki, says that such conferences play an immense role in advancing the UAE’s knowledge-based economy as they are in line with the UAE Vision 2021. He added that “research is one of the most important pillars of a knowledge-based, highly productive and competitive economy.”
 The conference will display full-length research papers including empirical research, quantitative techniques, new models, practice-based research, case studies, and conceptual papers, were invited, in the following areas: Finance, Banking, Insurance, Accounting, Economics, Business Law, Financial Crimes & Money Laundering, International Commercial Arbitration, Management, Leadership, Strategy, and HRM, Marketing, Tourism, E-Commerce, Business Ethics, Big Data Analytics in businesses, Business Intelligence, Innovation and Entrepreneurship and many others.
 Selected top quality accepted papers are published as conference proceedings. Based on the feedback from the conference attendees, the selected re-submitted 15-20% top-rated papers are likely to be published in the first issue of International Journal on Advances in Business, Management and Law (IRABML). These conference proceedings and the journal are likely to be indexed in SCOPUS and ISI.
 All articles are distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use and redistribution provided that the original author and source are credited.
 Selection and Peer-review under the responsibility of the UNIVERSITY OF DUBAI - DUBAI BUSINESS SCHOOL - ICABML Conference Committee

Repatriation adjustment and knowledge sharing: A theoretical view

International human resource management (IHRM) literature widely discusses the issues of repatriation of employees in multinational companies. This literature mainly focuses on job related variables and provides theoretical models for repatriation adjustment of corporate employees. However, these models are not sufficient to understand the repatriation process of other repatriates working in different types of organizations. Thus, this study focuses on developing a model that explains causes and consequences of repatriation adjustment of all types of business employees based on existing relevant literature and theories in different field of study. The proposed model was supported by Uncertainty reduction theory socialization tactics theory and cognitive and sense making theory. This model suggests that individual, group and organizational level strategies need to be developed to facilitate repatriation adjustment and the successful repatriation adjustment encourages employees’ knowledge sharing intention. Further, it discusses the role of repatriates’ personal and situational variables on adjustment. This study contributes to the literature in a way of providing a meaningful theoretical model explaining the factors that facilitate repatriation adjustment and its consequences, and relates socialization theories to repatriation adjustment. This study highlights the role of individual, group and organization in the process of repatriation adjustment and improved (better) use of top talent at the organization.