Edited by Günter K. Stahl and Ingmar Björkman
Chapter 3: The Dual Logics Behind International Human Resource Management: Pressures for Global Integration and Local Responsiveness
Philip M. Rosenzweig The many chapters of this handbook address a full range of dimensions of international human resource management, from HRM practices and tasks, to the distinctive contributions of headquarters to the responsibilities of local HR management, to the diﬃcult challenges of successful execution. This chapter examines IHRM through the lens of what has been an important and useful organizing principle, that of global integration and local responsiveness. This framework has helped bring an incisive and valuable perspective to the ﬁeld of international business in general, and is highly useful for understanding the topic of interest: human resource management in multinational organizations. The chapter proceeds in three parts. First, we trace the origins of the framework, from its general application to organizations, to its more recent use in MNCs, and ﬁnally to the HRM function. Second, we review some of the research that has been conducted about HRM, noting the ways the framework has illuminated ﬁner distinctions and tradeoﬀs. Third, we oﬀer an evaluation of where this line of research stands and suggest how it might be advanced. The integration–responsiveness framework: an overview The roots of the integration–responsiveness framework can be traced back at least as far as the work of Paul Lawrence and Jay Lorsch (1969), who deﬁned a central management problem as that of achieving requisite internal diﬀerentiation, usually in response to environmental complexity and turbulence, while also developing suﬃcient integrating mechanisms to coordinate the organization’s activities. Their treatment...
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