In the Handbook of Research in International Human Resource Management, Michael Harris and other prominent HR researchers address the question of what is known, and not known, about managing people in international settings. After reading the chapters in this volume, one realizes just how many opportunities there are for researchers to provide better guidance to organizations racing to manage in the “flat world” of the twenty-frst century. In nearly every functional area of HR, the authors show that there are many questions waiting to be addressed or answered more definitively.
Equally important, this book goes beyond simply reviewing research in the functional areas of HR. For example, Paul Sparrow and Werner Braun situate international HR management (HRM) in the broader context of international business strategy. In addition, David Chan draws on his considerable expertise in both HRM and research methods to alert researchers to important methodological issues in international HR research. Similarly, Robert Gephart and Julia Richardson share their expertise on a set of methodologies—that is, qualitative research strategies—that have been underemployed in human resources research. Making greater use of these methodologies will simultaneously facilitate other objectives, such as tapping the substantial expertise of international HRM practitioners and studying the organizational change processes that inevitably must accompany changes in policies, practices, or procedures. John Lawler, Fred Walumbwa, and Bing Bai discuss aspects of national culture and how they affect the workplace, while Greg Hundley and Pamela Marett describe differences in industrial relations systems and their effects on national economies and workplace relations.
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Link for ebook: Handbook of Research in International Human Resource Management
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