Context‐bound configurations of corporate HR functions in multinational corporations

TLDR

Multinational corporations face simultaneous pressures of globalization and localization in human resource management, yet the specific activities of the HR function in this context have received limited attention. The study aims to identify configurations of the corporate HR function based on international HRM structures and examine how interdependency issues shape corporate HR roles. The authors conducted 248 interviews across 16 MNCs operating in 19 countries to gather data. The analysis yields a contextually based framework that delineates the main corporate HR function configurations in MNCs and offers new insights into methods of international HRM practice design. © 2010 Wiley Periodicals, Inc.

Abstract

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.