Context‐bound configurations of corporate HR functions in multinational corporations
基于对16家跨国公司的248次访谈，识别出企业人力资源职能的不同配置模式，并探讨相互依赖关系如何塑造其角色，为国际人力资源管理实践设计提供新视角。
Abstract Considerable attention has focused on how multinational corporations (MNCs) deal with the simultaneous pressures of globalization and localization when it comes to human resource management (HRM). HR function activities in this process, however, have received less focus. The study presented here identifies configurations of the corporate HR function based on international HRM (IHRM) structures, exploring how issues of interdependency shape corporate HR roles. The study is based on 248 interviews in 16 MNCs based in 19 countries. The findings are applied to develop a contextually based framework outlining the main corporate HR function configurations in MNCs, including new insights into methods of IHRM practice design. © 2010 Wiley Periodicals, Inc.