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This chapter examines major factors and processes that lead to the development of strategic global human resource management [SGHRM] capability in organizations doing business in emerging markets. The dynamism of this capability is hypothesized to increase as specific structural changes are initiated, such as an innovative practice of inpatriation. It is argued that the inpatriation provides the strategic coherence and flexibility necessary for effective organizational strategies in emerging markets. Through the examination of this innovation in strategic global human resource systems from a knowledge based-view theoretical perspective, the emergence of certain unique and valuable organizational outcomes (i.e. trust, commitment, social capital, and legitimacy) are explained. The potential problems and challenges of implementing an inpatriation program in global negotiations are also examined, with particular focus on gaining acceptance of inpatriate managers in the headquarters organization. In conclusion, specific directions for future research relative to the development of SGHRM capability based on inpatriation as core competency are outlined.

In this contribution, we systematically review the extant global leadership literature to identify important bibliometric and thematic patterns in evidence in this evolving field of scholarship. Conceptualizing the phenomenon to include leaders/managers/supervisors who hold global, expatriate, or international positions, we draw out insights accumulated from a total of 327 published articles in key management and organizational behavior journals listed in Scopus. Our analysis proceeds in two sequential phases. Our bibliometric analysis first identifies the most cited articles, most published first authors, country bases of first authors, and frequently publishing journals in this field. This characterizes both the diversity and innovative nature of scholarship in the field. Our thematic content analysis, generated through Nvivo 11, isolates two dominant overarching themes that represent the wellspring for the body of literature, namely global leader development and global leader effectiveness. These themes of development and effectiveness are further explicated through six distinct lenses namely cultural, cognitive, learning, personality trait, social/relational, and political. These lenses are underpinned by a suite of theoretical perspectives encompassing individual, system, and contextual considerations. In combination, these sets of analyses bring added systematics to the field and serve as a point of departure for future inquiry.

The objective of this chapter is to identify the key characteristics of Global Services businesses that will thrive and achieve success in the future. These factors are integrated into three main pillars, which we refer to as the Triple-Win. The first and most obvious pillar is technology as a tool. The second pillar is the design and sustainability of the business model, without which the previous factor would be merely a cost and not an investment. And last but not the least, there is the purpose which gives meaning to the proposal, focusing on the human being and their environment. The DIDPAGA business model sits at the intersection of these three elements.