Staffing policies and practices in European MNC´s: Strategic sophistication, culture-bound policies or ad-hoc reactivity.
2005 (English)In: International Human Resource Management: A critical text., Palgrave, Chippenham, UK , 2005Chapter in book (Refereed)
The chapter deals with one of four traditional parameters of International Human Resource Management (IHRM), namely the staffing of international operations. Here IHRM is not taken to mean staffing, but staffing is used, and discussed, as a criterion indicative of IHRM strategies, as well as of company concern about cultural contexts, organisational needs or situational options. Thus the object of the chapter is not staff as such but what company use of staff may tell, in particular about what may hold for European MNC´s. Assuming a particular relevance of staffing for international firm performance, and based on a model explaining staffing patterns at firm levels, MNC´s practices are discussed as indicative of, first IHRM-strategies, then of factors commonly held, to be determinants of staffing. Staffing patterns of European MNC´s are concluded to mainly reflect configurative strategies as well as ad-hoc reactivity, both approaches reflecting a culturally and structurally varied context of MNC´s domiciles and host markets. Here, further, the validity and relevance of a dichotomuos staffing criterion of IHRM is questioned. This may hold for European MNC´s in particular.
Place, publisher, year, edition, pages
Palgrave, Chippenham, UK , 2005.
European MNC´s, staffing, IHRM
IdentifiersURN: urn:nbn:se:su:diva-13588OAI: oai:DiVA.org:su-13588DiVA: diva2:180108