International human resource management : policy and practice for the global enterprise

Preface 1. International Business and International Human Resource Management 1.1 The Internationalization of Business 1.1.1 The Increasing Importance of International Business 1.2 The Internationalization of Human Resource Management 1.2.1 Forms of International HRM 1.2.2 The Development of HRM 1.2.3 Differences Between International and Domestic HRM 1.2.4 The Global Role of the IHR Professional 1.3 Conclusion 2. Strategic International Human Resource Management 2.1 Strategic IHRM 2.2 Evolution of the Multinational Enterprise 2.2.1 Degree of Internationalization (Geographic Scope) 2.2.2 Choice of Business Form for Entry Into International Business 2.2.3 International Orientation 2.3 A Model for Strategic IHRM 2.3.1 The Model: International business strategy 2.3.2 The Model: Type of international employee 2.3.3 The Model: HR policy and practice 2.3.4 The Model: Organizational outcomes - integrating IHRM and IB strategy 2.3.5 IHRM Strategy 2.4 Conclusion 3. Organizational Structure and Design in the MNE 3.1 Global Organization Design: An introduction 3.2 IHRM and Organizational Design 3.3 Designing the Multinational Enterprise 3.3.1 Global Organizational Structure 3.4 It's More Than Formal Structure 3.4.1 Networks 3.4.2 Use and Management of Cross-Border Teams 3.4.3 The Global Learning Organization: The tie that binds 3.5 Conclusion 4. Cross-Border Mergers and Acquisitions, International Joint Ventures and Alliances 4.1 Cross-Border Mergers and Acquisitions, International Joint Ventures and Alliances 4.1.1 Record of Success and Failure 4.1.2 Due Diligence 4.2 Managing the Cross-Border Merger or Acquisition 4.2.1 Process of Combination 4.2.2 Due Diligence and the Role of HRM 4.2.3 Process of Integration 4.2.4 The Separation Process 4.2.5 Summary 4.3 International Joint Ventures 4.3.1 Reasons for JVs 4.3.2 Track Record 4.3.3 Role of HRM in IJVs 4.4 Alliances and Partnerships 4.4.1 Options for Managing Alliances 4.4.2 General People Issues 4.4.3 Role of IHRM in Alliances 4.5 Conclusion 5. Country Culture and MNE Culture 5.1 The Most Important Issue: Culture 5.1.1 The Concept of Culture: An introduction 5.1.2 National and Regional Cultures 5.1.3 The Research of Geert Hofstede 5.1.4 The Research of Fons Trompenaars 5.1.5 Update of the IBM Research 5.1.6 National Culture Clusters 5.1.7 Generalized National Culture Characteristics 5.1.8 The Observations and Experience of Richard Gesteland 5.1.9 The Danger of Oversimplification 5.2 Cultural Attitudes and Values and Management Practices 5.3 Impact of Culture on HRM 5.4 Developing Cultural Competency and Cultural Adaptation 5.4.1 MNE Culture versus Country Culture 5.5 Research in HRM 5.5.1 General Frustrations 5.5.2 Forms of IHRM Research 5.6 Conclusion 6. Global Employment Law and Labor Relations 6.1 Global Employment Law and Enforcement 6.2 Comparative Employment Law 6.3 International Union and Labor Relations 6.4 Immigration La