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| Theorizing Strategic International Human Resource Management | |
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| Introduction: SIHRM choices and consequences | |
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| Introduction | |
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| Defining choice and consequence(s) in SIHRM | |
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| Choices in the context of competing international managerial streams | |
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| Conceptualizing strategic choice making and its consequences | |
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| Material influences on SIHRM choices | |
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| Summary reflections | |
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| Outline of subsequent chapters | |
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| Globalization and international HRM orientations | |
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| Theorizing globalization and its corporate consequences | |
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| Governance and SIHRM implications | |
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| Inexorable or 'bargained' globalization | |
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| Globalization and 'The Jones Corporation' | |
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| Devil in the detail? | |
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| Concluding remarks | |
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| Applying Strategic International Human Resource Management in Practice | |
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| Culture, welfare and international mobility | |
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| The influence of culture | |
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| Culture shock | |
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| Managing international assignment stress | |
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| Repatriation and reverse culture shock | |
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| International mobility and implications for the psychological contract | |
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| Concluding remarks | |
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| Choices and consequences in resourcing global business operations | |
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| Introduction | |
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| The increasing pace of organizational resource internationalization | |
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| The process of organization and employee resource internationalization | |
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| Managing strategic international investments | |
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| International leadership resourcing: the international cadre | |
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| International executive recruitment | |
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| Identifying international executive capabilities | |
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| Specifying international competencies | |
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| Psychological research on international adaptation | |
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| The selection process for internationally mobile employment | |
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| Women and international assignments | |
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| Repatriation of internationally assigned employees | |
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| Expatriate employee localization | |
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| Concluding remarks | |
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| Training and development in the global environment | |
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| Introduction | |
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| International training | |
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| International development | |
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| Strategic HRD: local training and development interventions | |
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| Concluding remarks | |
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| Choices and consequences in international employee compensation | |
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| Introduction | |
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| Definitions: substance and process in reward management | |
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| Culture and beyond: national, industry and corporate contexts | |
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| Thinking through choices and consequences in international reward systems | |
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| Defining 'multinational' employees for reward management purposes | |
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| Strategic choices: organizational formations and leadership profiles - imperial governors, expatriate ghetto residents, global champions? | |
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| Reward strategies for internationally mobile executives | |
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| Intra-region mobility and diversity: 'third-country national' rewards | |
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| Managing the effort-reward bargain for non-headquarters-sourced employees | |
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| Evaluating normative commentary: theory and practice | |
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| Observable transnational practices | |
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| Designing rewards for the internationalizing business unit | |
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| Concluding remarks | |
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| Technical appendix | |
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| Guiding principles for expatriation: the 10-stage journey | |
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| Technical appendix | |
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| International assignee remuneration approaches | |
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| Technical appendix | |
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| International contracts and the global employment company | |
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| Choices and consequences in international employment relations | |
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| Introduction | |
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| Regulating employment relations | |
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| Managerial strategies: global rules - multi-local processes? | |
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| Extra-managerial roles in regulating employment relations systems | |
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| The dependent state and diversity in employment relations consequences | |
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| Regulatory norms under pressure? | |
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| Giving voice to human resources and resourceful humans? | |
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| Experimentation: the (new) norm in employment relations practice? | |
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| Concluding remarks | |
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| Choices and consequences: SIHRM trends and priorities? | |
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| Global consensus on top HR issues | |
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| Change ma | |