Predicting IHRM strategy and practice decisions: development of the IHRM orientation typology

Shannon L.L. Lloyd (Research Associate and Ph.D student in the Centre for Business Research, Deakin University, Victoria, Australia)
Charmine E.J. Härtel (Director of the Centre for Business Research, Deakin University, Victoria, Australia)

Cross Cultural Management: An International Journal

ISSN: 1352-7606

Publication date: 1 December 2004

Abstract

International human resource management (IHRM) is becoming increasingly fundamental to organisational success, as globalisation forces demand organisations to design and implement a global strategy. One of the most critical choices faced by IHRM practitioners is whether and when an organisation should adapt its human resource policies and practices to the local context (localisation). A typology of International Human Resource Management Orientations (IHRMO) that clarifies what IHRMO’s are and what they entail is developed from a review of the literature on localisation and globalisation, convergence and divergence and Perlmutter’s management typology. Additionally, two theoretical models are developed that predict which IHRM orientation identified in the typology should be adopted. The article takes a step towards elucidating effective IHRM strategy and practice decision‐making by showing that culture and institutional pressures, amongst other tings, do make a difference.

Keywords

Citation

Lloyd, S. and Härtel, C. (2004), "Predicting IHRM strategy and practice decisions: development of the IHRM orientation typology", Cross Cultural Management: An International Journal, Vol. 11 No. 4, pp. 60-76. https://doi.org/10.1108/13527600410797882

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Publisher

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Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited

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