This article builds on previous work in international human resource management by drawing on concepts from the resource-based view of the firm and resource dependence to develop a theoretical model of the determinants at strategic international human resource management (SIHRM) systems in multinational corporations. The article then offers propositions concerning the relationships between a number of key determinants and the multinational corporation's overall SIHRM approach, the design of a particular affiliate's HRM system, and the HRM system for critical groups of employees within the affiliate.
No takes yet. Share an insight, caveat, or question.
Taylor et al. (1996) studied this question.
Synapse has enriched 2 closely related papers on similar clinical questions. Consider them for comparative context: