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Edited by Günter K. Stahl and Ingmar Björkman
Chapter 22: A Resource-Based View of International Human Resources: Toward a Framework of Integrative and Creative Capabilities
22 A resource-based view of international human resources: toward a framework of integrative and creative capabilities Shad S. Morris, Scott A. Snell and Patrick M. Wright Few will argue against the importance of international human resource management (IHRM) in today’s multinational corporation (MNC). A wide range of issues, which varies from global sourcing and oﬀ-shoring to regional trade agreements and labour standards to strategic alliances and innovation, all point to the vital nature of IHRM in today’s global economy. In fact some observers have suggested that how ﬁrms manage their workforces is among the strongest predictors of successful as opposed to unsuccessful MNCs (cf. Bartlett & Ghoshal, 1989; Doz & Prahalad, 1986; Hedlund, 1986). Researchers have adopted a number of diﬀerent theoretical approaches for studying IHRM. Not surprisingly, the resource-based view (RBV) of the ﬁrm has emerged as perhaps the predominant perspective (Wright, Dunford & Snell, 2001). RBV is particularly attractive to IHRM researchers in that it focuses directly on the potential value of a ﬁrm’s internal asset stocks for conceiving and executing various strategies. This perspective departs from traditional Input/Output (I/O) economic models of competitive advantage that focus on the structure of markets as the primary determinant of ﬁrm performance (Barney, 1991; Wernerfelt, 1984). Also in contrast with I/O economic models, the RBV is based on the assumption that resources are (a) distributed heterogeneously across ﬁrms, and (b) remain imperfectly mobile over time. Because these asset stocks are unequal, there is the potential for comparative advantage. And when the resources...
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