Show Less

Handbook of Research in International Human Resource Management

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.
Buy Book in Print
Show Summary Details
You do not have access to this content

Chapter 3: The Dual Logics Behind International Human Resource Management: Pressures for Global Integration and Local Responsiveness

Philip M. Rosenzweig


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...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information

or login to access all content.