Globalizing Human Resource Management

By Paul Sparrow; Chris Brewster et al. | Go to book overview
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1.1 Current themes in international management research 4
3.1 Management strategy 56
3.2 Corporate-regional policy battlefields 57
3.3 Model of processes globalizing HRM 60
3.4 The positioning of the global HR function and key power threats/alliances 63
5.1 Model of the role of expatriates in the international diffusion of HR practices 88
5.2 Model of strategic international human resource management 90
5.3 Model of strategic HR change in MNCs 96
7.1 Predicted changes in different forms of international working 139
7.2 The global assignment cycle 145
7.3 Model of expatriate outcomes 149
7.4 Integrative framework for pre-departure preparation 149
8.1 Different cultural pathways across antecedents, preferences for and outcomes from HRM 162
8.2 The expatriate value-added map 173
8.3 Matrix of the direct value-added contribution of an international assignment 174
8.4 Designing audits for strategic aspects of global HRM 175
9.1 Internationalization of specific HR functions as engaged in by HR professionals 186
9.2 Three dimensions to HR professionals' role activities 188
9.3 Ulrich's HR roles in building a competitive organization 189
9.4 Competencies for the global HR function 192

2.1 Educational competition? 22
3.1 Percentage of organizations rating element as a key part of the strategy 58


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Globalizing Human Resource Management


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