Hussain Alhejji and Thomas Garavan
This chapter examines the dynamics of IHRD in international non-governmental organisations (INGOs), nonprofit and public organisations. First, the chapter discusses the importance of examining international non-governmental organisations, nonprofit and public organisations from an international HRD perspective and reviews the literature in order to identify key debates and critiques of current IHRD systems in each sector. Second, the challenges and opportunities relevant to international HRD in these sectors are set out. Third, the chapter discusses the implications for IHRD research and practice. The chapter argues that IHRD scholars must take a proactive step in supporting and guiding INGOs, nonprofit and public organisations’ efforts to meet the changing aspects of their internal and external environments.
Thomas Garavan and Clíodhna MacKenzie
This chapter explores the issues associated with researching organisational issues that are extra sensitive due to their potential for negative personal, organisational and institutional outcomes. It highlights innovative approaches to source primary and secondary data and the use of Computer Aided Qualitative Data Analysis Software in HRD research.
Thomas Garavan, Alma McCarthy and Ronan Carbery
This chapter charts the landscape of international human resource development (IHRD) and engages with four key strands of IHRD scholarship that point to its possible boundaries. The chapter maps out a number of contextual drivers that are shaping IHRD as both an academic field of research and a set of organisational practices. The chapter proposes an overarching framework to conceptualise the terrain of IHRD. The chapter summarises the focus of the Handbook and summarises the individual chapters and how they are organised. Finally, the chapter proposes a number of priority research areas that will help to give the construct legitimacy as a field of research. The chapter engages in these debates while also acknowledging the emergent, dynamic and constantly evolving nature of the IHRD field.
Yanqing Lai, Thomas Garavan and Ronan Carbery
This chapter provide a comprehensive review of IHRD in the context of multinational corporations (MNCs). Situated within the resource-based view and behavioural psychology perspective, the vital importance of IHRD, particularly training and development function, to any multinational organisations is illustrated. Next, the dichotomous debate of convergence–divergence or global–local approach in relation to the adoption of IHRD strategy, policies and practices in various host countries are presented. This is followed by the discussion of the application and implementation of IHRD/training practices in MNCs in relation to both international management groups and employees in host countries. Also, an array of macro- and micro-level contextual factors embrace home nation’s indigenous influence, host country effect and firm-specific attributes are identified to explain the localisation of IHRD policies and practices in MNCs. Finally, the implication for future IHRD research and practices are provided.