A Typology of International Human Resource Management Strategies and Processes
Int. J. of Hutnan Re.source Management 17:4 April 2006 580-601
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13 Rootledge l^k f *|*IT I* I ranr n (ji^Jp
A typology of international human resource management strategies and processes
Michael Dickmann and Michael MUller-Camen
Abstract This paper develops a framework of international human resource management (lHRM) that moves bcyotid strategy and structtire to focus on proces.ses. The results of six case studies of large German multinational corporations in three countries show different conligurations of IHRM strategies and policies. International knowledge flows and coordination varied in intensity, content, direction and tiiechanistiis used. With 'cognofederate ' IHRM one type was identified that has been hitherto neglected. Keywords International human resource management; multinational corporations; strategy; processes; coordination.
Intruductinn: The search for competitive advantage The search for the elements of intetnational competitive advantage has been a prominent theme in the management literature ofthe past decades. In the 1960s, Perltnutter (1969) presented inliuetitial ideas on the international orientation of managers. One of his types, geocentrism. balances dotiiestic and international tensions. Even if it is po.ssible to be sitnultaneously globally efficient and locally responsive, this does not on its own make a multinational corporation (MNC) successful. Instead, many authors have identified innovation as one key to corporate success (Bartlett and Ghoshal, 1989; Hedlund and Rolander, 1990; Porter, 198. 'S; Pucik. 1992). The ideas of competitive strategies aitiiing at responsiveness, efficiency and innovation have been applied to the realm of internalional hutnan resource management {IHRM). A number of authors (e.g.. Adler and Ghadar. 1990; Schuler and Jackson, 1987) have argued that the underlying dimensions determining business strategy and structure can also be used in IHRM. Given the importance of IHRM.
^ ^ ^ ^^^^^^^^^^^^^
13 Rootledge l^k f *|*IT I* I ranr n (ji^Jp
A typology of international human resource management strategies and processes
Michael Dickmann and Michael MUller-Camen
Abstract This paper develops a framework of international human resource management (lHRM) that moves bcyotid strategy and structtire to focus on proces.ses. The results of six case studies of large German multinational corporations in three countries show different conligurations of IHRM strategies and policies. International knowledge flows and coordination varied in intensity, content, direction and tiiechanistiis used. With 'cognofederate ' IHRM one type was identified that has been hitherto neglected. Keywords International human resource management; multinational corporations; strategy; processes; coordination.
Intruductinn: The search for competitive advantage The search for the elements of intetnational competitive advantage has been a prominent theme in the management literature ofthe past decades. In the 1960s, Perltnutter (1969) presented inliuetitial ideas on the international orientation of managers. One of his types, geocentrism. balances dotiiestic and international tensions. Even if it is po.ssible to be sitnultaneously globally efficient and locally responsive, this does not on its own make a multinational corporation (MNC) successful. Instead, many authors have identified innovation as one key to corporate success (Bartlett and Ghoshal, 1989; Hedlund and Rolander, 1990; Porter, 198. 'S; Pucik. 1992). The ideas of competitive strategies aitiiing at responsiveness, efficiency and innovation have been applied to the realm of internalional hutnan resource management {IHRM). A number of authors (e.g.. Adler and Ghadar. 1990; Schuler and Jackson, 1987) have argued that the underlying dimensions determining business strategy and structure can also be used in IHRM. Given the importance of IHRM.