Edited by Günter K. Stahl and Ingmar Björkman
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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