Article Abstract:
The human resource (HR) function is still perceived in many business organizations as a barrier to globalization because of its narrow focus and the ethnocentricity and insularity of its systems and policies. The effectiveness of HR professionals as partners in the globalization process is being hampered by their lack of sufficient direct exposure to international business issues, the traditional focus of HR on managing expatriates, and the traditional non-involvement of HR people in issues spanning national boundaries. To become a full partner in globalization efforts, the HR function must develop a global mindset, harmonize core HR processes and activities with the requirements of international competition and local focus, and improving global competencies and capabilities.
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Article Abstract:
Multinational corporations (MNCs) are faced with increased globalization of the economy, which puts pressure on the efficiency of research, production, and marketing. The ability to successfully manage all these functions depends on appropriate human resource management. Control systems at the multinational level are heavily dependent upon effective human resource management, which should not focus on bureaucratic control of information, but should emphasize a more social approach. The solution to control in a MNC is to combine both the bureaucratic-technical approach with a social-cultural emphasis in order to effectively use opportunities and cope with the demands of a world market.
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Article Abstract:
Strategic alliances that entail competitive collaboration are discussed. The competitive advantage of a company can be protected only when it can put together invisible assets in a carefully arranged and executed process of corporate learning. When this effort is embedded in people, many of the needed capabilities are tied to personnel management strategies and practices. It is suggested that the key to strategic risk facing the personnel function in companies engaged in cooperative international ventures is the transformation of the system to support the organizational learning process.
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