跨国人力资源管理文献综述(共9页).doc

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1、精选优质文档-倾情为你奉上Literature Review of International Human Resource ManagementSubject: Transnational ManagementClass: 093Student Number: Chinese Name: Hou YunanEnglish Name: HelenThe Essay to: Maggie XieTotal Words: 1485Date: May 23, 2012l IntroductionPucik et al. (1993) have indicated that MNCs human re

2、source management (HRM) plays crucial role in acquiring and enhancing organizational competences for the firm. Prior studies have also confirmed the important role of MNCs HRM in enhancing organizational performance (Lee and van Witteloostuijn, 1998; Brown, 1999; Grossman, 2000; LeBlanc et al., 2000

3、; Dzinkowski, 2000). Existing studies, however, have not paid sufficient attention to how HRM may offer specific advantages to compete in the international arena (Lee and van Witteloostuijn, 1998; Brown, 1999; Grossman, 2000; LeBlanc et al., 2000; Dzinkowski, 2000). As such, a first aim of the study

4、 is to investigate the influence of human capital management on a firms global competiveness, and to focus on identifying critical HRM practices that contributes to a firms success in the global market. For the above purpose, we further introduce the construct of international human capital manageme

5、nt (IHCM). IHCM has been referred to as HR practices that facilitate the development and exploitation of a firms international human capital, the human capital that enables a firm to compete in the global markets. To this end, we intend to identify the key components of IHCM that contribute to a fir

6、ms global competiveness.l International Human Resource ManagementMultinational corporations (MNCs) are of particular importance to international comparative management research (Fenton-OCreevy and Gooderham, 2003) because of their increasingly important role in the global economy (Porter, 1986; Prah

7、alad and Doz, 1987; Rosenzweig and Singh, 1991). The effectiveness of human resource management (HRM) has been seen as the key to the success of MNCs in the 21st century (Bartlett and Ghoshal, 1994, 1995; Pucik, 1992). The ability to effectively transfer HRM practices which have been proven efficien

8、t at parent companies to MNCs overseas subsidiaries is a key characteristic of the successful MNC (Nohria and Ghoshal, 1997) and “a matter of considerable practical importance for managers in MNCs” (Fenton-OCreevy and Gooderham, 2003, p. 2). This transferability can also form a kind of special compe

9、titive capability for an MNC that may be difficult for competitors to imitate (Flood et al., 2003).Human capital is essential for the execution of flexible strategies in global market. It consists of collective knowledge, skills, abilities, expertise, experiences, competency, or capability of employ

10、ees within a firm that are valuable and unique, and should be kept out of reach of other companies. As significant growth has been experienced in developing economies, a challenge for multinational companies (MNCs) is how to effectively manage and enable human capital to compete successfully in the

11、global market. International human capital management and global competiveness.From the perspective of resource-based theory, firms with higher levels of human capital tend to be more efficient in utilizing the knowledge they acquire and sustainably compete in the international arena (Schuler and Ro

12、govsky, 1998). Superior human capital serves as an enduring resource associated with better firm performance (Grossman, 2000; Carpenter et al., 2001; Bontis and Fitz-Enz, 2002; Fulmer et al., 2003). A study on US MNCs has demonstrated that CEOs with international assignment experience are critical h

13、uman capital for MNCs; such human capital creates value for the firms when it is bundled with other organizational resources and capabilities. Accordingly, IHCM practices might contribute to a firms global competiveness by enhancing a firms human capital. Fulmer et al. (2003), for instance, have sug

14、gested that companies that emphasize positive employee relations related to human capital management tend to enjoy not only more positive workforce attitudes, but also better performance than their counterparts in the broad market. Literature has also revealed that human capital enhances a firms glo

15、bal initiatives in various ways (Madsen et al., 2003). In the MNC setting, a parent company often decentralize responsibilities to local business units for stimulating subsidiaries initiatives, while trying to maintain normative integration by centralizing the frameworks and processes guiding local

16、selection and development. It is IHCM that holds common value, clear standards and process to be embraced by employees. Not only does IHCM enable a company to unify geographically and culturally diverse employees and guide their daily decision making, it also inspires higher level of creativity, lea

17、ding to more breakthrough innovations (Kanter, 2008). Thus, global initiatives provide a common language on a baseline platform for talent development, for multinational organizations to steer talent selection, performance management, development, and advancement decisions across the matrix of opera

18、tions (Briscoe and Hall, 1999). Hence, global initiatives can be used as a mechanism for a firm to manage its international human capital based on its strategic goal. The above discussion leads to the following hypothesis:IHCM is positively associated with a firms global competiveness.In the literat

19、ure, it is generally agreed that entrepreneurial leadership of TMTs represents an important resource for a firm to achieve global initiatives (Birkinshaw, 1997; Hitt et al., 1998; Bartlett et al., 2003; Banutu-Gomez and Banutu-Gomez, 2007). For instance, to achieve global learning, TMTs of MNCs need

20、 to possess broad knowledge about different competitors, industries and societies, and process a perspective that can identify opportunities and risks across national boundaries, as well as skills to coordinate and integrate activities to capture potential benefits (Bartlett and Ghoshal, 2000). Wu e

21、t al. (2002) find that TMTs with aggressive characters and internal operational capability tend to achieve a higher extent of organizational learning. Moreover, to develop global marketing, TMTs need to possess the ability to capture the various economy of scale and economy of scope available as wel

22、l as capitalize on the potential competitive advantages inherent in its worldwide market position (Bartlett and Ghoshal, 2000; Banutu-Gomez and Banutu-Gomez, 2007). Furthermore, TMTs direct employees efforts toward accomplishing the firms strategic goals (Rastogi, 2003). Ling and Jaw (2006) also con

23、firmed that human capital such as TMTs competency has a positive influence on a firms global initiatives. While scant literature has been found exploring the mediating role of IHCM between entrepreneurial leadership of TMT sand global competiveness, some have confirmed the importance of TMTs entrepr

24、eneurial leadership in contributing to a firms global competiveness and suggested that entrepreneurial leadership of TMTs might act as a regulator within the IHCM (Ling and Jaw, 2006). For instance, employees tend to be more creative when their leaders values and the companys culture emphasize innov

25、ation on a global basis (Kanter, 2008). Meanwhile, Ling and Jaw (2006) have confirmed that TMTs determine the acquisition, development, and deployment of knowledge, skills, and abilities (the input) and convert these human resources (the process) into desirable learning behaviors and the delivery of

26、 more value-added products or services to customers (the output) (Zahra et al., 2006). At the same time, it is likely that the positive impact of TMTs entrepreneurial leadership on global competiveness could be the results of IHCM. The reason is because that entrepreneurial leadership of TMTs helps

27、create an environment that enables the organization to learn, to innovate, and ultimately to win and sustain a competitive edge in the global market. Hence, TMTs entrepreneurial leadership is critical to enhance a firms effectiveness in IHCM and facilitate its global competiveness (Banutu-Gomez and

28、Banutu-Gomez, 2007; Ling and Jaw, 2006). As such, IHCM may play a mediating role between TMTs entrepreneurial leadership and a firms global competiveness. In line with the above, we propose the following hypotheses:Entrepreneurial leadership of TMTs is positively associated with a firms lobal compet

29、iveness.Entrepreneurial leadership of TMTs is positively associated with a firms lobal competiveness through the mediating effect of IHCM.l ConclusionSpecifically, the result showed that IHCM has demonstrated its significant role in the pursuit of MNCs global competiveness for the organizations stud

30、ied. IHCM not only contributes to a firms global innovation, but also enhances its global marketing and global learning. Furthermore, the results suggested that normative integration has positive impact on a firms global innovation. Moreover, global leadership development has positive influences on

31、a firms global competiveness in the forms of human capital return, global innovation, global learning, and global marketing. As a result, IHCM not only contributes to a firms global innovation, but also enhances its global marketing and global learning. Our results are consistent with previous studi

32、es in that MNCs HRM plays a crucial role in acquiring and enhancing organizational global competence for the firm (Pucik et al., 1993; Makadok and Walker, 2000; Minbaeva et al., 2003). Finally, the results confirm our expectation that entrepreneurial leadership of TMTs is positively associated with

33、a firms global competiveness through the mediating effect of IHCM. The results indicate that TMTs entrepreneurial leadership not only directly enhances a firms global competiveness, but also indirectly strengthens it through the mediating effect of IHCM. Entrepreneurial leaders are better at taking

34、advantage of global opportunities and managing human capital for contributing to the firms overall goals in the global context. To the same degree, when the four types of IHCM practices, global selection, human capital investment, global leadership development, and normative integration, are integra

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