International HRM: A Cross-Cultural Approach

Cover......Page 1
Title Page......Page 4
Copyright......Page 5
Contents......Page 8
Preface......Page 10
Avoiding disasters......Page 14
Human resource management and beyond......Page 15
Locus of human value......Page 17
Implications for human resource management......Page 20
Towards a conceptual approach to managing people internationally......Page 23
Swedish culture and people management......Page 26
IKEA: managing cultural differences......Page 28
Cultural values......Page 31
Other cultural dimensions......Page 34
Some reflections on the cross-cultural organization......Page 38
Spanish culture and work values......Page 40
People management in Spain......Page 41
Communicating the organization culture......Page 42
Adapting the organizational culture......Page 43
Implications for managers......Page 44
Questions for managers......Page 45
An agenda for research......Page 46
Questions for researchers......Page 47
Note......Page 48
2. The Strategic Organization: The Supranational Model......Page 50
French culture and people management......Page 51
Crédit Lyonnais: the internationalization process......Page 53
The supranational model......Page 55
Strategies for international organizations......Page 56
Integration and differentiation......Page 57
Perlmutter’s model......Page 58
Implications for human resource management policy......Page 61
An integrated strategic framework......Page 62
Crédit Lyonnais revisited......Page 63
Local embeddedness......Page 64
Parent company characteristics......Page 66
Flows between parent company and subsidiary......Page 67
Questions for managers......Page 68
An agenda for research......Page 69
Note......Page 70
3. The Competent Organization: The American Model......Page 72
The American model......Page 73
Why American theories might not apply abroad......Page 75
Management competences approach......Page 76
European and international competences......Page 79
The cultural regard for managers and their competences......Page 81
Different degrees of internationalization of companies......Page 82
Problems inherent within the competences model......Page 84
Implications for managers: selection of managers and key staff......Page 88
Questions for managers......Page 90
An agenda for research......Page 91
Questions for researchers......Page 92
The Dutch model: the missionary spirit......Page 94
An American company in the Netherlands......Page 95
Royal Dutch/Shell......Page 96
The reasons for expatriation......Page 98
Is expatriation problematic?......Page 99
Choosing expatriates......Page 101
Acculturation......Page 102
Why expatriation? The career perspective......Page 104
Uncertainty avoidance......Page 105
Collectivism/individualism......Page 106
Masculinity/femininity......Page 107
Women and expatriation......Page 108
Socio-cultural factors: host country barrier......Page 109
Long-term/short-term focus......Page 110
Work centrality......Page 111
Implications for managers......Page 112
An agenda for research......Page 114
Questions for researchers......Page 117
Corporate commitment......Page 120
Task, job, career and organizational incentives......Page 122
Needs, satisfaction and culture......Page 123
The Japanese model and Matsushita......Page 125
Japanese people management and Sumitomo Metal Industries......Page 129
Seniority-based pay and promotion......Page 130
In-house trade unions......Page 131
Do Japanese people management work techniques work outside Japan? Chiba International......Page 132
Implications for managers: reward systems across cultures......Page 136
Motivational systems across cultures......Page 137
An agenda for research......Page 138
Questions for researchers......Page 139
The British model......Page 140
British management culture......Page 141
British Petroleum......Page 142
Action learning and the experiential approach......Page 143
Transferability across cultures......Page 145
The organizational learning concept......Page 148
Training and development within a total model......Page 152
From learning to knowledge: from Britain to Japan......Page 153
Implications for managers: potential cross-cultural problems with the learning organization concept......Page 157
An agenda for research: the cross cultural challenge......Page 158
Questions for researchers......Page 159
The European model......Page 160
Digital Equipment Corporation (Europe)......Page 161
The context of management and organizations in Europe......Page 163
A European model of people management......Page 165
Organization and work flexibility......Page 168
Implications for managers: revisiting DEC (Europe)......Page 172
An agenda for research......Page 174
Questions for researchers......Page 175
Background of the company......Page 176
A Reformed enterprise......Page 177
The joint venture: towards failure......Page 179
Interference from the ‘mother-in-law’......Page 181
Chinese work values......Page 182
International joint ventures in China......Page 184
Internalized motivation......Page 188
Rule enforcement......Page 189
Internalized motivation......Page 190
Implications for the management of joint ventures......Page 191
Note......Page 195
Volkswagen–Skoda joint venture......Page 196
German people management......Page 198
Soviet management and organization......Page 202
Soviet management in East Germany......Page 205
Soviet personnel management......Page 206
Post-Soviet people management......Page 207
People management in the Czech Republic......Page 209
Causes of optimism......Page 210
Implications for managers: Western companies in Russia......Page 212
An agenda for research......Page 213
Questions for researchers......Page 215
People management in South Africa......Page 216
Eskom......Page 218
AECI Explosives Ltd......Page 219
Germiston City Council......Page 220
African people management......Page 221
Collectivism-individualism......Page 223
Culture and Indian managers......Page 225
Indian management responses to liberalization......Page 226
Implications for managers: indigenous knowledge and the stakeholder approach......Page 227
Questions for managers......Page 232
An agenda for research: post-colonialism and hybridization......Page 233
Questions for researchers......Page 234
11. Conclusion: The Future Organization......Page 236
The future organization: implications for managers......Page 237
The future organization: future research......Page 241
References......Page 244
Index......Page 262