Context, Processes and People
Edited by Thomas Garavan, Alma McCarthy and Ronan Carbery
This chapter provide a comprehensive review of IHRD in the context of multinational corporations (MNCs). Situated within the resource-based view and behavioural psychology perspective, the vital importance of IHRD, particularly training and development function, to any multinational organisations is illustrated. Next, the dichotomous debate of convergence–divergence or global–local approach in relation to the adoption of IHRD strategy, policies and practices in various host countries are presented. This is followed by the discussion of the application and implementation of IHRD/training practices in MNCs in relation to both international management groups and employees in host countries. Also, an array of macro- and micro-level contextual factors embrace home nation’s indigenous influence, host country effect and firm-specific attributes are identified to explain the localisation of IHRD policies and practices in MNCs. Finally, the implication for future IHRD research and practices are provided.
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