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Emerging Motivations for Global HRM Integration

In: Multinationals, Institutions and the Construction of Transnational Practices

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  • Sully Taylor

Abstract

For many years, the field of international human resource management (IHRM) has struggled with the question of whether or not it is better for a multinational firm (MNC) to integrate its IHRM practices across the various geographies in which it operates. The debate revolves around two issues: whether it is desirable, and whether it is possible. The obstacles to integration are obvious, and include such barriers as the vast array of labour law regimes, the enormous divergence in labour market characteristics and highly divergent cultures, all of which impede global integration of HRM. Yet MNCs, and the IHR function within them, are likely to become ever more intent on overcoming the many barriers that exist to integrating their HRM practices on a global basis. In short, global integration of HR is becoming more desirable. There are two emerging trends in particular that are creating strategic imperatives for greater HRM global integration. These two trends are the increasing need to focus on the creation of social capital within the MNC’s global internal network, and the growing need to focus on sustainability as part of the company’s global strategic imperative. Interestingly, and fortuitously for MNCs and their management, achieving these two goals is a mutually reinforcing process.

Suggested Citation

  • Sully Taylor, 2006. "Emerging Motivations for Global HRM Integration," Palgrave Macmillan Books, in: Anthony Ferner & Javier Quintanilla & Carlos Sánchez-Runde (ed.), Multinationals, Institutions and the Construction of Transnational Practices, chapter 5, pages 109-130, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-50230-7_5
    DOI: 10.1057/9780230502307_5
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    Cited by:

    1. Collings, David G., 2014. "Integrating global mobility and global talent management: Exploring the challenges and strategic opportunities," Journal of World Business, Elsevier, vol. 49(2), pages 253-261.
    2. Mellahi, Kamel & Collings, David G., 2010. "The barriers to effective global talent management: The example of corporate élites in MNEs," Journal of World Business, Elsevier, vol. 45(2), pages 143-149, April.
    3. Tony Edwards & Olga Tregaskis & David Collings & Patrice Jalette & Lourdes Susaeta, 2013. "Control over Employment Practice in Multinationals: Subsidiary Functions, Corporate Structures, and National Systems," ILR Review, Cornell University, ILR School, vol. 66(3), pages 670-695, May.
    4. McDonnell, Anthony & Lamare, Ryan & Gunnigle, Patrick & Lavelle, Jonathan, 2010. "Developing tomorrow's leaders--Evidence of global talent management in multinational enterprises," Journal of World Business, Elsevier, vol. 45(2), pages 150-160, April.

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