Chris Brewster

Thomas Hippler

Arno Haslberger

In a global economy full of multinational firms, international human resource management (including expatriation, career management, and talent management) is a growing topic in the business and management literature and in universities. A thorough understanding of the adjustment of expatriates to their new environment is critical not only for selection and preparation of potential expatriates, but also for the management of expatriate performance. Managed well, expatriates can be key contributors to organizational success while abroad and even after repatriation. Poor understanding and management of expatriate issues, on the other hand, may lead to underperformance and increased turnover of expatriates and repatriates. Managing Performance Abroad summarizes and extends what is known about the topic of expatriate management and adjustment, covering all the major authors and presenting a new approach to the adjustment process. At present, expatriate adjustment is only covered as a chapter in books on international HRM and HRD. Much of this literature relies on outdated concepts and evidence. Furthermore, most business research and management publications use an expatriate adjustment model that was originally published about two decades ago. This book is the first dedicated solely to the subject of expatriate adjustment, enabling readers to formulate research questions and hypotheses and to develop expatriation policies and support systems that optimize the performance of expatriates. It presents a re-formulation of the model underlying management research about expatriate adjustment, providing guidance for researchers and practitioners alike.

A New Model for Understanding Expatriate Adjustment

Managing Performance Abroad

Peter Holland

Lorraine Carey

Rob Bothma

Surette Warnich

Contemporary Issues in Human Resource Management 4th edition presents both global and local perspectives on the issues that human resource management face in the modern workplace.

Contemporary Issues in Human Resource Management

Yvonne McNulty

Managing expatriates and other ‘traditional’ internationally mobile workers is a significant part of many academic programmes and the focus of some specialist ones. But we cannot answer the big questions about global mobility if we exclude from our teaching people who do not fit with our usual conceptions and assumptions about who it is that organisations employ.

Expatriation, Migration and Other Global Work

Working Internationally

Paul Sparrow

Chul Chung

This new edition of Globalizing Human Resource Management examines the strategic and global issues of HRM by showing how organizations address the tradeoffs between global integration and local responsiveness. Sparrow, Brewster, and Chung discuss varying methods of globalized talent management and employer branding and conclude with a multi-dimensional approach to HRM. The second edition includes: Updated analyses of talent management, employer branding, and outsourcing of HRM Broader geographic focus, including a new focus on Asian firms and other emerging markets Exploration of the impact of strategic management thinking on HR as well as the latest research in other areas, such as operations, marketing, and economic geography Complementing traditional international HRM texts, this is an ideal book for any student interested in the actual strategic logics being pursued by the HR function today.

Globalizing Human Resource Management

Hilary Harris

Establishing the agenda for global HR, this book looks through the eyes of HR professionals themselves. It gives a broad, coherent overview of the field of IHRM and a detailed, practical analysis of what is needed to be successful in this crucial area of modern management. A number of key questions are addressed: Does IHRM drive the business agenda more than domestic HRM? What is the impact of IHRM on organizational effectiveness? What are the keys to success in IHRM? Drawing upon current research conducted as part of the Chartered Institute of Personnel and Development's Globalization Research Project the text includes data from surveys of HR professionals and company practice as well as longitudinal case studies.

Whilst only in the second decade of the 21st century, we have seen significant and fundamental change in the way we work, where we work, how we work and the conditions of work. The continued advancements of (smart) technology and artificial intelligence, globalisation and deregulation can provide a ‘sleek’ view of the world of work. This paradigm can deliver the opportunity to both control work and provide new challenges in this emerging virtual and global workplace with 24/7 connectivity, as the boundaries of the traditional organisation ‘melt’ away. Throughout the developed world the notions of work and employment are becoming increasingly separated and for some this will provide new opportunities in entrepreneurial and self-managed work. However, the alternate or ‘bleak’ perspectives is a world of work where globalisation and technology work together to eliminate or minimise employment, underpinning standardised employment with less and less stable or secure work, typified by the rise of the ‘gig’ economy and creating more extreme work, in terms of working hours, conditions and rewards. These aspects of work are likely to have a significant negative impact on the workforce in these environments. These transformations are creating renewed interest in how work and the workforce is organised and managed and its relationship to employment in a period when all predictions are that the pace of change will only accelerate.

Contemporary Work and the Future of Employment in Developed Countries

Emma Parry

Professor of Human Resource Management Emma Parry

Michael J. Morley

The Oxford Handbook of Contextual Approaches to Human Resource Management provides both conceptual and empirical analyses using a range of different lenses in order to provide a detailed examination of how context affects the design and implementation of HRM activities.

The Oxford Handbook of Contextual Approaches to Human Resource Management

Michael Dickmann

Conducting business across national borders is nothing new; the Knights Templar were banking internationally as long ago as 1135. But modern globalization processes raise different challenges, and as the world becomes smaller and labour movements more common, an international understanding of human resource management is essential. The second edition of International HRM provides a fully updated and revised analysis of this important area. Its innovative, multi-disciplinary approach allows a holistic picture to emerge in which key issues are assessed from organizational, individual and societal perspectives. The collection is divided into three parts: the contemporary internationalization context the management of international employees strategic issues facing international HR managers. Supported by new research, and including work from eminent writers in the field, this book discusses issues as diverse as the relative absence of women in international work, the ethical merits of localization, and the context faced by organizations like the United Nations. It is a valuable tool for all students, researchers and practitioners working in international business and human resource management.

A European Perspective

International Human Resource Management

Elaine Farndale

Wolfgang Mayrhofer

This second, updated and extended edition of the Handbook of Research on Comparative Human Resource Management draws on the work of many of the world’s leading researchers in the field to present the state of the art to scholars, students and practitioners. The Handbook provides a detailed focus on the theoretical underpinnings of Comparative HRM, on comparative studies of specific areas of HRM practice and on the unique features of HRM in all the main regions of the world.

Second Edition

Handbook of Research on Comparative Human Resource Management

Michael Morley

The increasing number of cross-border alliances and mergers both within Europe and between Europe and other parts of the world have made it imperative for students of management to have a thorough understanding of the European context for human resource management (HRM). This book enables managers and students to become "fluent" in the many various environments, approaches and practices that exist across Europe for managing human resources. The text employs comprehensive comparable representative data collected longitudinally during the last decade and it also draws directly on the expertise of leading HRM scholars. Entirely fresh analyses of HRM in Europe, based on new and hitherto unpublished data are presented and this analysis is critically important for students, researchers and also for practitioners. The book is divided into three parts: concepts and theoretical issues , trends in relation to these issues and comparisons between individual countries, and summaries and conclusions on the issue of convergence and divergence.

HRM in Europe

Jean-Luc Cerdin

This edited collection examines human resource management in organizations other than those that are set up to make a profit. Covering human resource management in a number of different kinds of mission-driven organizations, the book explores organizations in sectors and industries such as the governmental and intergovernmental public sector, volunteer organizations and charities, religious organizations, cultural organizations, sports organizations and B-corporations. Recognizing the reality of management practice in the (many small) organizations covered by the book, the chapters deal with the way that people are actually managed whether or not there is an HRM department present. Students of business management and human resource management will find this book invaluable as a source of knowledge on not for profit organizations, as many of the chapters include detailed examples and case studies.

Managing People in the Not for Profit Sector

HRM in Mission Driven Organizations

Vesa Suutari

Maike Andresen

This edited volume builds on the previously published Self-Initiated Expatriation: Individual, Organizational, and National Perspectives, which served to give in-depth insights into the concept and the processes of self-initiated expatriation and presented different groups undertaking self-initiated foreign career moves. While more than a hundred articles on self-initiated expatriation (SIE) have been published in the meanwhile, an examination of the research questions and samples of SIEs in published SIE research shows that the role of context and its impact on SIEs’ career-related decisions and behaviors has not been explored sufficiently. This raises the question in how far existing research results are comparable. The aim of this follow-up volume is to deepen the understanding of SIEs’ careers, focusing on the contextual influences of space, time, and institutions on the heterogeneous SIE population. More specifically, the editors aim to shed light on spatial conditions in terms of the home and host country conditions on the self-initiated expatriation experience and examine developments over time in terms of temporality of conditions and SIEs’ life-course. Moreover, the influence of the institutional context in terms of occupational, organisational, and societal specificities will be analysed. All chapters are based on strong theoretical foundations that serve to conceptualise "context" and are written by both established and emerging global academics and researchers. Self-Initiated Expatriates in Context contributes to conceptual clarity in the burgeoning field of SIE research by drawing attention to the importance of exploring context and, thus, boundary conditions to careers. It offers specific guidance for an improvement of future SIE-related research in order to enhance the validity of future empirical studies as well as for an improvement of managerial practice. It will be of interest to researchers, academics, practitioners, and students in the fields of international business, human resource management, organisational studies, and strategic management.

Chris Brewster

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