Table of Contents

Handbook of Research in International Human Resource Management

Handbook of Research in International Human Resource Management

Elgar original reference

Edited by Günter K. Stahl and Ingmar Björkman

In providing an insightful overview of a wide range of global human resource issues facing MNCs, this pathbreaking Handbook highlights emergent topics and new research findings that could shape the field of future IHRM research. Theoretical discussion of the variables and processes that affect IHRM policies and practices is provided by renowned contributors with widely differing academic backgrounds, paradigmatic orientations, and theoretical and methodological approaches.

Chapter 8: Global Staffing

David Collings and Hugh Scullion

Subjects: business and management, human resource management, international business


8 Global staffing David Collings and Hugh Scullion Companies operating in the international business environment are faced with a great variety of cultural and institutional variations which make managing in a multinational context particularly complex (Doz & Prahalad, 1986). Managers of multinational corporations (MNCs) are increasingly realizing the importance of HR practices in ensuring the profitability and viability of their business operations, and global staffing is increasingly seen as a primary HR practice used by MNCs to control and coordinate their spatially dispersed global operations (Dowling & Welch, 2004). Indeed global staffing has emerged as a critical issue in international management for several reasons. First, there is growing recognition that the success of global business depends most critically on recruiting the desired quality of senior management in the MNC (Schuler, 2000). Second, staffing issues are different and more complex in the international environment (Torbiorn, 1997). Third, the performance of expatriates continues to be problematic and the evidence suggests that the consequences of poor performance in international assignments are often costly in human and financial terms (Dowling & Welch, 2004). Fourth, shortages of international managers are a growing problem for international firms and frequently constrain the implementation of global strategies (Scullion, 1994). Fifth, global staffing issues are becoming increasingly important in a far wider range of organizations partly owing to the rapid growth of SME internationalization (Anderson & Boocock, 2002). Finally, recent research shows the growing importance of staffing strategies such as inpatriation which reflect the growing...

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