The field of comparative research into HRM is relatively new. This article argues that conceptual and methodological issues make such research more challenging than nationally based research. It examines in particular the practical issues in conducting comparative survey research and, using the Cranfield Network on European HRM as an example, indicates how such challenges can be addressed. The summary of the latest survey responses at the end of the article provides the methodological frame for the other articles in this issue.
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Brester et al. (1996) studied this question.
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