This paper examines how multinational corporations use different mechanisms to integrate four HRM practices in their foreign subsidiaries: financial compensation, performance appraisal, training and development, and recruitment and selection. Our analysis of 76 European-owned subsidiaries...

Many large corporations have established a China center to coordinate and control their operations in the country. This article describes the roles played by the HR function in these China centers. As we explain, the China center's HR function provides a variety of services to the MNC units in...

The recruitment, development, motivation, and retention of competent and high-performing Chinese professionals and managers is a major challenge for foreign firms operating in China. This article analyzes how local managers and professionals are managed in Western companies' manufacturing joint...

Electronic human resource management (e-HRM) systems are argued to be transforming the role of HR by facilitating the transfer of transaction processing responsibilities to employees, managers and other third parties. In multinational corporations, e-HRM systems must achieve this whilst...

Studies of international transferees have generally assumed that they are sent to a foreign country by their employer. In practice, many of these transferees make their own arrangements to get work abroad and this paper presents new information on this largely unstudied group, drawn from...

Addressing the research question of what influences the likelihood of an individual being labeled as 'talent' in MNCs, this paper seeks to understand the decision processes involved in the identification of MNC-internal talent. We develop a framework suggesting that the decision to include an...