The Global Challenge International Human Resource Management 2nd Edition by Paul Evans 0073530379 9780073530376

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Product details:

• ISBN 10:0073530379

• ISBN 13:9780073530376 

• Author:Paul Evans 

 Through its focus on human resource management and organization, The Global Challenge: International Human Resource Management, provides a broad guide on how to manage the process of internationalization, with a particular focus on the transnational firm. In this edition, authors Evans, Pucik and Björkman discuss the “people implications” of traditional strategies for internationalization and how such strategies get executed through human resource management (HRM). They discuss such important topics as: how to manage expatriates from the parent country; how to go about adapting management practices to circumstances abroad; how to localize management; how to recognize and ultimately avoid obstacles in joint ventures; how to expand across borders through acquisitions; how to respond to the contradictory pressures of the transnational firm, where HRM has a critical role to play in enabling managers to resolve these paradoxes in innovative ways; how global competition is changing the nature of management and organization, even for firms operating in domestic markets. The book draws on practical examples from companies that have experienced the real challenges of international HRM. The authors carefully balance these real business applications with a wide scope of academic research. The issues presented in the first edition of this book have been updated throughout with new information from research and practice.

The Global Challenge International Human Resource Management 2nd Table of contents:

 1 The Challenges of International Human Resource Management
Overview
Defying Borders: What’s New?
International Operations in the Pre-industrial Era
The Impact of Industrialization
Prelude to the Modern Era
The Modern Multinational
Staffing for International Growth
Organizing for International Growth
HRM Goes International
Enter Globalization
The Roadmap for Managing Globalization
The Transnational Solution
Capabilities and Knowledge as Sources of Competitiveness
Toward a Flat World?
The Evolution Of International HRM
Outline Of This Book
2 Human Resource Management in the International Firm: The Framework
Overview
Business Strategy And Organizational Capabilities
Organizational Capabilities
Organizational Capabilities in Multinational Firms
The HR Wheel
Setting the Guiding Principles
Designing Core HR Practices
Defining the HR Function Roles
Focusing on Organizational Outcomes
Three Stages Of HRM In Multinational Firms
Building HRM: Focus on Foundations
Realigning HRM: Focus on Strategic Change
Steering with HRM: Focus on Dualities
3 Becoming Locally Responsive
Overview
Roots Of Responsiveness
Business Advantages of Local Responsiveness
People Challenges of Local Responsiveness
Implementing Localization
Overcoming Barriers to Management Localization
Localization Starts at the Head Office
Understanding Diversity
Know Yourself and Others: The Cultural Perspective
Know Where You Are: The Institutional Perspective
Know Whom You Talk To: The Network Perspective
What Shapes Local Responsiveness?
The Limits Of Responsiveness
Local Responsiveness Does Not Necessarily Mean Playing by Local Rules
4 Achieving Global Integration
Overview
The Logic Of Global Integration
The Business Advantages of Global Integration
The Tools for Global Integration
Global Integration and the Use of Expatriates
Global Standardization
Mastering Expatriation
The Evolution of Expatriate Management
Understanding the Expatriate Phenomenon
Managing International Transfers
Beyond The Traditional Expatriate Model
The Tensions in the Expatriate Cycle
Changing Demographics of the Expatriate Population
The Changing Nature of International Assignments
Alternatives to Expatriation
The Limits Of Global Integration
5 Structuring Global Coordination
Overview
From Vertical Control To Horizontal Coordination
Emergence of Coordination
Horizontal Coordination Mechanisms
Multidimensional Structures
Emerging Forms of Global Multidimensional Structures
Lateral Steering Tools
The Benefits of Lateral Steering
Lateral Leadership Roles
Lateral Steering Groups
People Strategies Supporting Lateral Steering
Building Cross-Border Teams
Mapping Cross-border Teams
Foundations for Global Teamwork
Working in Cross-Border Teams
Implementing Global Teamwork
Matrix Everything
6 Building Social Architecture
Overview
Leveraging Social Capital
What Is Social Capital and Why Do We Care About It?
How to Build and Manage Social Capital
Managing the Darker Side of Social Capital
Sharing Values Globally
Shared Values, Beliefs, and Norms
Building Shared Values
Challenges in Managing Organizational Culture
Leveraging Global Mindsets
What Is Global Mindset?
How to Develop Global Mindset
Rethinking the Global Mindset Paradigm
7 Managing Global Talent: Recruitment, Selection, and Retention
Overview
What Is Talent Management And Why Is It So Important?
What Do We Mean by Talent?
Why Is Talent Management so Important?
Key Challenges In Talent Management
The Talent Management Mindset
The Balancing Acts in Talent Management
Managing Recruitment
Forecasting the Need for Recruitment
Reaching out to Attract Talent
Global Employer Branding
Building a Differentiated Employee Value Proposition
Managing Selection And Assessment
Selection Methods: The Importance of Context
Selection and Diversity Management
Competencies: Frameworks for Selection and Talent Management
The Challenges of Internal Selection (Assessment of Potential)
Managing Retention
Why Do People Leave and What Can be Done About It?
Balancing Short And Long Term In Talent Management
8 Developing Global Leaders
Overview
Global Leadership
How Does Leadership Relate to National Culture?
Global Leadership Competencies
Leadership Passages: Intransitivity
The Principles Of Global Leadership Development
Challenge is the Starting Point
People Risk Management
Managing Leadership Development Top-Down
Identifying and Assessing Potential
Dilemmas in Identifying and Assessing Potential
Challenges in Developing Potential
Managing Development Bottom-Up: Open Job Markets
Making Self-Management Work
How Leadership Development Supports Global Coordination
9 Global Performance Management
Overview
The Global Performance Management Cycle
What Is Global Performance Management?
The “Upstream” Side of Performance Management
The “Downstream” Side of Performance Management
Supporting Global Coordination
Enabling Lateral Steering
Appraising and Rewarding Teamwork
Performance Management Of International Employees
Appraising Performance of International Staff
Compensation of International Staff
Implementing Global Performance Management
Who “Owns” Performance Management?
Global Approach Versus Local Adaptation
Creating Differentiation
10 Managing Knowledge and Innovation Across Borders
Overview
Sharing Knowledge In The Multinational
Factors Influencing Knowledge Sharing
How to Stimulate Knowledge Sharing
Knowledge Sharing In Professional Service Firms
Three Configurations of Professional Service Firms
Tensions in the International Professional Service Firm
Knowledge Acquisition
Gaining Access to External Knowledge
Knowledge Retention
From Ideas To Innovations
Paradoxes in How to Encourage Promising Ideas
The Organization and Staffing of R&D Centers
Stages in the Innovation Journey
Dualities Of Exploration And Exploitation
11 Facilitating Change in Multinational Organizations
Overview
The Arduous Route To Transnational Organization
Spiral Evolution of the Multidomestic Organization
Encouraging Subsidiary Initiative in the Meganational
Organize One Way, Manage the Other Way
Implementing And Executing Business Plans Through People
Challenges of Managing Change
Gaining Acceptance through Fair Process
The Five E Framework
The Tensions behind Fair Process and the Five Es
The Role of HR in Leading Change
Building Organizational Agility
Developing Strategic Sensitivity
Building Leadership Unity and Collective Commitment
Resource Flexibility
Agility Means Riding the Ups and Downs
12 Managing Alliances and Joint Ventures
Overview
The Whys And Whats Of Alliances
Alliance Business Drivers
Understanding Alliances
Planning And Negotiating Alliances
HRM Issues in Developing an Alliance Strategy
Preparing for Negotiations
Negotiation Challenges in Joint Venture Formation
Implementing Alliances
Managing the Interfaces with the Parent
Human Resource Management Issues in Managing the Alliance
Supporting Alliance Learning
Obstacles to Alliance Learning
HRM Foundations for Effective Alliance Learning
The Evolving Role Of Alliances
Managing Network Boundaries
Alliances as Journey toward Transnationalism
13 Forging Cross-Border Mergers and Acquisitions
Overview
The M&A Phenomenon
The Drivers of Mergers and Acquisitions
Observing the M&A Experience
A Framework for Thinking about M&As
Key Human Resource Management Issues
From Planning To Closing
Planning Acquisitions: The HRM Perspective
The Due Diligence Process
The Human Capital Audit
Cultural Due Diligence
Closing the Deal
The Post-Merger Integration Process
The M&A Integration Agenda
Managing Post-Merger Integration
People Challenges of Post-Merger Integration
M&A As Organizational Capability
Learning from Acquisitions
From Learning to Action
14 Transforming the Global Human Resource Role
Overview
What Is Unique About The Global HR Function?
Organizing Global Human Resources
HRM Process and Content Development
HR Service Delivery
Business Support
Where Are The Boundaries Of HR?
The Responsibilities of Local, Regional, and Global Units
Where Is the External Boundary of HR’s Responsibilities?
The Responsibility for HRM—Line Managers or HR?
Developing The Capabilities Of The HR Function
HR Competencies
Developing HR Managers for the Transnational Firm
Global Challenges Worth Standing Up For
Building a Competitive Culture
Organizational Sustainability
Fighting for the Long-term Perspective
The Social Implications of Globalization
HRM As Tension Management
BIBLIOGRAPHY
NAME INDEX
SUBJECT INDEX

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