Human Resource Management 2010

Context‐bound configurations of corporate HR functions in multinational corporations

Elaine Farndale¹; Jaap Paauwe^1,2; Shad S. Morris^3,4; Günter K. Stahl⁵; Philip Stiles⁶; Jonathan Trevor⁶; Patrick M. Wright¹

¹ Tilburg University · ² Erasmus University Rotterdam · ³ Fisher College · ⁴ The Ohio State University · ⁵ INSEAD · ⁶ University of Cambridge

Abstract

Considerable attention has focused on how multinational corporations (MNCs) deal with the simultaneous pressures of globalization and localization when it comes to human resource management (HRM). HR function activities in this process, however, have received less focus. The study presented here identifies configurations of the corporate HR function based on international HRM (IHRM) structures, exploring how issues of interdependency shape corporate HR roles. The study is based on 248 interviews in 16 MNCs based in 19 countries. The findings are applied to develop a contextually based framework outlining the main corporate HR function configurations in MNCs, including new insights into methods of IHRM practice design.

DOI

10.1002/hrm.20333

Sources

openalex

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APA 7 MLA 9 Chicago (author–date) Harvard Elsevier Harvard (JFE, JBF…) The Accounting Review Academy of Management American Marketing Association INFORMS (Management Science) Copy citation Copied ✓