Cover......Page 1
Half Title page......Page 2
Title page......Page 4
Copyright......Page 5
Brief Contents......Page 6
Contents......Page 8
Contributors......Page 14
Acknowledgements......Page 16
Introduction......Page 18
Integration versus differentiation......Page 19
Collaboration versus contestation......Page 20
Part 1 The Context for International HRM......Page 22
Introduction......Page 24
The nature of contemporary globalization......Page 25
Debating globalization......Page 29
Globalization and MNCs......Page 33
MNCs, the state and ‘national effects’......Page 35
Conclusion......Page 42
Review questions......Page 44
References......Page 45
Types and numbers of national system......Page 49
National business systems and HRM in MNCs......Page 55
Management, ownership and country-of-origin effects......Page 61
Conclusion......Page 62
References......Page 63
Introduction......Page 67
Regional integration agreements......Page 69
Box 3.1 Deepening stages of RIAs......Page 71
Evolution of the EU and its employment policy......Page 72
Box 3.2 Principal institutions of the EU......Page 73
The European social model......Page 74
Bases of EU employment policy......Page 75
Three key ‘moments’ in the development of EU employment policy......Page 78
Box 3.3 Principal social partners in the EU......Page 79
The emergence of ‘soft’ law and the Open Method of Coordination......Page 80
Theorizing convergence of HR practice across the EU......Page 81
Future challenges for EU employment policy......Page 82
Box 3.4 ECJ cases cited......Page 83
Box 3.5 Posted workers......Page 84
Notes......Page 85
Further reading......Page 86
References......Page 87
Part 2 MNCs and International HRM......Page 90
Introduction......Page 92
Defining a multinational company......Page 93
The motivations for internationalization......Page 95
The arrival of the ‘global’ firm......Page 100
Key influences on strategy and structure in MNCs......Page 110
Box 4.1 ABB: a test case of the transnational strategy......Page 116
Box 4.2 AutoPower: shaking off its American origins?......Page 119
Review questions......Page 121
References......Page 122
Introduction......Page 125
The case for global HRM integration......Page 126
Tools of global HRM integration......Page 133
Achieving global HRM integration......Page 137
Box 5.1 Globally integrating diversity management at Transco......Page 139
Conclusion......Page 141
References......Page 142
Introduction......Page 147
The ‘diffusability’ of employment practices......Page 148
The hierarchy of economies and the diffusion of practices......Page 150
Box 6.1 CFS: adaptation, absorption or retention......Page 153
Corporate characteristics promoting and hindering diffusion......Page 155
The process of diffusion......Page 158
Box 6.2 Engineering products: networking . . . but with the centre in charge......Page 160
Conclusion......Page 161
References......Page 162
Introduction......Page 166
The national orientation of the parent in cross-border M&As......Page 168
Box 7.1 Case study: HealthCo......Page 170
Restructuring at national level and the legacy of distinctive national systems......Page 171
The political dimension to cross-border M&As......Page 175
Box 7.2 Case study: Corus......Page 177
Cross-border M&As and organizational learning......Page 179
Review questions......Page 184
References......Page 185
Part 3 The Management of International HRM......Page 188
Introduction......Page 190
Conceptualizing outsourcing......Page 191
Employment restructuring and the outsourcing decision......Page 192
Coordination of HRM across organizational boundaries......Page 197
Box 8.1 ‘Vendotel’: coordinating HRM in a multinational call centre vendor......Page 200
The outsourcing of (parts of) the HR function......Page 202
Box 8.2 The outsourcing of HRM by P&G and Unilever......Page 204
Conclusion......Page 205
References......Page 207
Introduction......Page 211
What is global leadership?......Page 212
The right stuff model to develop global leaders......Page 213
Global leadership development mechanisms......Page 217
Conclusion......Page 221
Box 9.1 Case study: TRW......Page 222
Review questions......Page 223
References......Page 224
Introduction......Page 229
Key concepts and definitions......Page 230
Criteria for recruitment......Page 231
Selection......Page 235
Box 10.1 Case study: Japanese expatriates through the decades......Page 239
Diversity issues in international recruitment and selection......Page 241
The changing international manager......Page 245
Conclusion......Page 246
Further reading......Page 247
References......Page 248
Introduction......Page 251
Convergence versus divergence in compensation practices......Page 252
Box 11.1 Variations in compensation between selected countries in three regions......Page 254
Factors influencing international compensation......Page 256
Pay strategy in MNCs......Page 259
Expatriate compensation......Page 261
Review questions......Page 268
References......Page 269
Introduction......Page 273
Employee voice, employee participation and employee involvement......Page 274
Box 12.1 EU legislation on employee voice......Page 276
Employee voice in ‘advanced industrialized economies’......Page 280
Box 12.2 The German system of employee voice......Page 282
Managing employee voice in ‘industrializing’ or ‘developing’ economies......Page 286
Box 12.3 Employee involvement in a British MNC in China......Page 289
Conclusion......Page 290
References......Page 291
Introduction......Page 296
The concept of corporate social responsibility......Page 297
CSR in the multinational enterprise......Page 301
Managing corporate social responsibility......Page 303
Corporate social responsibility and human resource management......Page 308
Conclusion......Page 310
Further reading......Page 311
References......Page 312
Introduction......Page 314
International migration: dimensions and trends......Page 316
What shapes migration?......Page 319
The impact of migration......Page 323
Box 14.1 Case study: nursing......Page 327
Worker and trade union responses......Page 330
Conclusion......Page 332
References......Page 333
Index......Page 336