Edited by Frank Horwitz and Pawan Budhwar
Chapter 7: Expatriate integration and performance in emerging markets
Over the last 10 to 20 years, increasing attention has been devoted to research in International Human Resource Management (IHRM) – and its siblings, Human Resource Management (HRM) in multinational enterprises (MNEs) and comparisons of HRM practices in various countries (see, for example, Brewster and Mayrhofer, 2012; Briscoe, Schuler, and Tarique, 2012; Budhwar and Debrah, 2001b; Budhwar, Schuler, and Sparrow, 2009; Harris, 2008; Harzing and Pinnington, 2011; Rowley and Warner, 2008; Scholz and Böhm, 2008; Schuler, Jackson, Sparrow, and Poole, 2004–2012; Sparrow, Brewster, and Harris, 2012; Stahl, Björkman, and Morris, 2012; and Wilkinson, Bacon, Redman, and Snell, 2010). However, most of this research has been centered in developed countries (mostly northern and Western) and/or has been conducted by researchers from the West or who have been trained at Western universities and has been conducted primarily in multinational enterprises from developed countries (and largely in their subsidiaries in other developed countries) (see, for example, Harris, 2008; Sparrow, 2009; and Stahl et al., 2012). As a consequence, most of the research has centered on the practices of MNEs from developed countries. And because until quite recently, most global trade was between developed countries, little research focused on issues related to the behavior of MNEs from developing countries – nor has there been much focus on the management of expatriates from developed-country MNEs on assignment in developing countries. This chapter addresses this issue, examining the management of expatriates in developing countries, including their integration into emerging markets and their performance there.
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