Introduction to International Human Resource Management

  • Resource I
  • Management R
  • Björkman I
 et al. 
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In this Handbook we define the field of international human resource management (IHRM) broadly to cover all issues related to the management of people in an international context. Hence our definition of IHRM covers a wide range of human resource issues facing multinational corporations (MNCs) in different parts of their organizations. Additionally we include comparative analyses of HRM in different countries. The work with this Handbook of Research in International Human Resource Management was triggered by what we saw as a gap in the IHRM literature. Although several excellent books have been written on IHRM, their foci and objectives are somewhat different from ours. The present volume is directed to the scholarly community: our intention was to put together a book on IHRM studies that would serve as a guide to existing and future IHRM researchers from all parts of the world. Hence our main target audience is our own colleagues, doctoral students and others interested in IHRM research. This Handbook of Research in International Human Resource Management is divided into five parts: (I) The Role of International Human Resource Management; (II) Research on Global Staffing, Performance Management and Leadership Development; (III) Research on International Assignments; (IV) Research on International Teams, Alliances, Mergers and Acquisitions; and (V) Theoretical Perspectives on International Human Resource Management. The chapters comprising Part I provide the overall context for the rest of the book. The theoretical approaches and empirical studies presented in these chapters explore the role of IHRM from a variety of perspectives. The authors look at the nature of HRM from a comparative perspective and consider the dual logics behind IHRM, namely pressures for global integration and local responsiveness; they explore how IHRM is associated with global knowledge management and organizational learning; and they consider the role of the HR function in global corporations and the link between IHRM and organizational performance. Throughout this part of the book, the authors emphasize the importance of linking IHRM policies and activities to organizational strategy. The chapters in Part II review research on a variety of global HRM issues related to staffing, performance management, leadership development and diversity management. The emphasis here is on broader HR issues than expatriate management, reflecting how the field of IHRM has evolved from its early focus on the selection and training of expatriate managers to encompass a much broader spectrum of topics and issues. However international assignment issues still figure prominently in this book, owing to their importance in the global coordination and integration of resources and operations and the continuing stream of research on expatriation. Consequently Part III of the book deals with a variety of international assignment issues, from the perspective of both the individual and the organization. Its five chapters cover activities relating to expatriate management, such as career-pathing, selection, training, support and repatriation of expatriates, as well as other issues deemed critical in managing international assignments. In Part IV of the book, the contributors consider the role that IHRM can play in the management of global teams--be they co-located or virtual--as well as the management of cross-border alliances, mergers and acquisitions: topic areas that have recently received increased research attention thanks to their special relevance to global organizations. The Handbook concludes with a synopsis of the rich theoretical foundations of and influences on the field of IHRM research. The theoretical perspectives discussed in Part V include the resource-based view of the firm, institutional theory, social network and social capital theory, and economic theories of the firm. (PsycINFO Database Record (c) 2009 APA, all rights reserved)

Author-supplied keywords

  • Foreign Workers
  • Human Resource Management
  • IHRM
  • Knowledge Management
  • Multinational Corporations
  • Organizational Effectiveness
  • Organizational Learning
  • expatriate management
  • international assignment
  • international human resource management
  • organizational performance

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  • International Human Resource

  • Resource Management

  • Ingmar Björkman

  • Günter K Stahl

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