In the 1990s, International Human Resource Management shifts toward strategic alignment of people practices with multinational organizations' goals across diverse environments. Researchers emphasize configurational and bundle approaches, arguing that outcomes depend on the fit among HR practices, corporate strategy, and national context, moving beyond isolated hard or soft HRM prescriptions. The era also integrates resource-based reasoning, with HR capabilities framed as valuable, rare, and hard to imitate within multinational settings, fostering a more flexible, culture-aware global HR system.