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List of Tables and Figures | |
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Preface | |
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Acknowledgments | |
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Globalization and Human Resource Management | |
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Learning Objectives | |
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Opening Vignette: Goldstar Mining | |
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Introduction | |
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Globalization | |
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Global Technology | |
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Global Economics | |
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Global Political and Legal Environments | |
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Globalization of Culture | |
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Organizational Integration | |
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Evolution of Global HRM | |
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Era of Industrialization | |
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Era of Internationalization | |
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Era of Globalization and Beyond | |
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Global Versus Domestic HRM | |
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More and Different Contextual influences | |
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Higher Risk Exposure | |
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Broader Set of HR Activities | |
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Balancing Differentiation and Internal Consistency | |
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Mapping Global HRM | |
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Chapter Summary | |
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Questions for Discussion | |
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Notes | |
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Cultural and Institutional Context of Global Human Resource Management | |
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Learning Objectives | |
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Opening Vignette: Springtime in Paris | |
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Introduction | |
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Cultural Context | |
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Characteristics of Culture | |
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Comparing Cultures | |
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Use of Cultural Dimensions | |
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Influence of Cultural Context on HRM | |
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Institutional Context | |
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Convergence, Divergence, or Equilibrium | |
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The HR Function Across National Contexts | |
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Psychological Contract Across National Contexts | |
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Chapter Summary | |
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Questions for Discussion | |
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Notes | |
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Organizational Context of Global HRM | |
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Learning Objectives | |
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Opening Vignette: Global HR at Technica | |
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Introduction | |
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Organizational Structure | |
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Culture and Organizational Structure | |
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Informal Organization | |
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Multinational Enterprise Structure | |
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Subsidiary Structure and Global HR | |
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Global HR and Control Mechanisms in MNEs | |
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Global HR in SMEs | |
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Organizing Global HRM | |
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Low Integration-Low Differentiation | |
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High Differentiation-Low Integration | |
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Low Differentiation-High Integration | |
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High Integration-High Differentiation | |
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Role of the Global HR Manager | |
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Chapter Summary | |
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Questions for Discussion | |
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Notes | |
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Transfer of HRM Across Boundaries | |
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Learning Objectives | |
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Opening Vignette: Working for the Mouse | |
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Introduction | |
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Why Firms Transfer Practices | |
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Market Motives | |
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Cultural Motives | |
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Political Motives | |
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Factors Influencing Transfer of HR Practices | |
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Country of Origin | |
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Dominance Effects | |
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Strategic IHRM Orientation and Organizational Context | |
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Host Country Effects | |
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Types of Practices Transferred | |
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Local Affiliate Response to Transfer | |
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Recontextualization | |
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Diffusion of Practices and Knowledge Transfer | |
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Chapter Summary | |
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Questions for Discussion | |
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Notes | |
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HRM in International Joint Ventures, Mergers and Acquisitions, and Collaborative Alliances | |
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Learning Objectives | |
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Opening Vignette: Flight BA 92 | |
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Introduction | |
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Reasons for M&As | |
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M&A Success and Failure | |
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Types of M&A Integration | |
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Preservation M&As | |
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Transformation M&As | |
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Absorption M&As | |
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Reverse Merger | |
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Best of Both | |
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Critical HRM Issues at Different Stages of M&As | |
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Initial Planning Stage | |
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Closing the Deal | |
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Post-Merger Integration | |
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Cultural Differences in Integration Strategies | |
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International Joint Ventures and Collaborative Alliances | |
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Reasons for IJVs | |
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Reasons for IJV Failure | |
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HRM in IJVs | |
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Partner Selection | |
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Negotiating the Arrangement | |
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Implementing the Agreement | |
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Managing the Venture | |
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Strategic Alliance Learning | |
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Chapter Summary | |
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Questions for Discussion | |
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Notes | |
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Global Staffing | |
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Learning Objectives | |
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Opening Vignette: A Manager for Russia | |
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Introduction | |
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Approaches to Global Staffing | |
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Staffing Contingencies | |
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Expatriate Roles | |
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Global Recruitment and Selection | |
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Recruiting and Selection for Foreign Assignments | |
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Selecting Expatriates | |
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Effective Expatriates: Beyond Technical Competence | |
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Practical Selection Considerations | |
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Selection Process | |
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Comparative Recruitment and Selection | |
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Global Staffing Systems | |
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System Acceptability | |
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System Development | |
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System Implementation | |
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Chapter Summary | |
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Questions for Discussion | |
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Notes | |
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Global Human Resource Development | |
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Learning Objectives | |
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Opening Vignette: Training at Systech | |
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Introduction | |
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Comparative Educational Systems | |
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Global Management Development | |
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Developing Global Management Competencies | |
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Overseas Experience and Global Management Development | |
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Training for International Assignments | |
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Cross-Cultural Training | |
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Foreign Language Training | |
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Training for Family | |
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Limits of International Assignments as a Development Tool | |
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Training for Nontraditional Assignments | |
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Trends in Global Training and Development | |
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In-Country Training | |
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Cross-Cultural and Diversity Training | |
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Training in Cross-Cultural Teams | |
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Media-Based and Web-Based Training | |
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Chapter Summary | |
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Questions for Discussion | |
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Notes | |
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Global Performance Management and Compensation | |
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Learning Objectives | |
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Opening Vignette: Home on the Bosphorus | |
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Introduction | |
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Performance Management | |
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Performance Appraisal Process | |
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Performance Management in Global Context | |
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Cultural and Institutional Factors | |
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Organizational Factors | |
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Performance Management of Expatriates | |
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Compensation in a Global Context | |
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National Variation in Compensation Systems | |
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Performance-Based Pay in Global Context | |
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Compensation of Expatriates and Other International Assignees | |
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Approaches to and Components of Expatriate Compensation | |
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Global Tax Issues | |
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Compensation in Short-Term Assignments | |
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Chapter Summary | |
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Questions for Discussion | |
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Notes | |
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International Mobility and Global Careers | |
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Learning Objectives | |
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Opening Vignette: The Cantonese Lunch | |
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Introduction | |
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Global Careers | |
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Global Assignment Types | |
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Traditional Long-Term Expatriation | |
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Alternate Forms of Corporate Global Assignments | |
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Self-Initiated Global Mobility | |
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Adjustment to the Foreign Culture | |
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Predictors of Adjustment | |
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Family Considerations | |
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Individual Factors | |
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Job and Organizational Factors | |
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Adjustment and Other Challenges in Alternate Assignment Types | |
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Women on Overseas Assignments | |
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Impact of Overseas Assignments | |
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Repatriation | |
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Career Concerns | |
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Work Role Adjustment | |
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Compensation and Status Changes | |
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Family Adjustment | |
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Partner's Career | |
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Designing a Global Mobility Program | |
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Ensure Strategic Alignment | |
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Understand Different Geographic and Role Demands | |
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Define Expatriation-Repatriation Cycles | |
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Develop Support Practices | |
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Monitor Programs | |
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Beyond Repatriate Retention | |
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Chapter Summary | |
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Questions for Discussion | |
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Notes | |
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International Employee Representation and Corporate Social Responsibility | |
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Learning Objectives | |
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Opening Vignette: Social Dumping Within the EU | |
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Introduction | |
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International Industrial Relations | |
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National Industrial Relations Systems | |
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National Variation in Industrial Relations Systems | |
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Industrial Relations Policies in MNEs | |
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MNEs and the Labor Relations System | |
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Influence of Trade Unions on the MNE | |
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Trade Union Response to MNEs | |
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MNE Interest in Employee Representation | |
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Corporate Social Responsibility | |
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Ethical Global HR Decisions | |
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Moral Philosophies | |
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Consequential Models | |
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Deontological or Rule-Based Models | |
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Cultural Relativism | |
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Corporate Codes of Conduct | |
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CSR and the Global Supply Chain | |
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Chapter Summary | |
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Questions for Discussion | |
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Notes | |
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Emerging Issues in Global HRM | |
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Learning Objectives | |
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Opening Vignette: Tension in Indonesia | |
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Introduction | |
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Changing Environment of Global HRM | |
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Uneven Economic Development | |
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Influence of Economies in Transition | |
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Information and Communications Technology | |
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Concern for the Natural Environment | |
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Changing Organizational Context of Global HRM | |
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Global HRM Challenges | |
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HRM and Firm Performance | |
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Human Resource Management and Sustainability | |
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Global Talent Management | |
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Global Mobility and Careers | |
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Chapter Summary | |
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Questions for Discussion | |
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Notes | |
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Appendix: GLOBE Country Scores | |
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Cases | |
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Footwear International | |
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Computex Corporation | |
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Common Bond Values at the New Zealand Office of AT&T | |
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Peter Hanson: Building a World Class Product Development Centre for Hi Tech Systems in China | |
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Lenovo-IBM: Bridging Cultures, Languages and Time Zones | |
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Recruiting a Manager for BRB, Israel | |
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Andrew Robinson Goes to Taiwan: The Challenges of a Short-Term Assignment | |
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Conscience or the Competitive Edge? | |
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References | |
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Index | |
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About the Authors | |