Marilyn Fenwick

A review of international human resource management: Integration, interrogation, imitation

International human resource management (IHRM) represents an important dimension of international management. Over the past three decades, there has been considerable growth in research and practice in IHRM. While there have been extensive developments in this field, numerous scholars have identified aspects requiring review and revision. Hence, this paper reviews and interrogates the progress in IHRMs theoretical development. The review leads to the conclusion that research in IHRM has tended to emphasize integration over other forms of progress. In response, and in provocation, imitation rather than integration is suggested as an approach for the development of future theoretical and conceptual directions in IHRM.

Cultural and Bureaucratic Control in MNEs: The Role of Expatriate Performance Management

This conceptual paper examines the role of performance management in the development and maintenance of cultural control in multinational enterprises. It employs a multilevel, multidisciplinary approach to synthesize the dimensions of the control mix, and examines their underlying assumptions.

Extending strategic international human resource management research and pedagogy to the non-profit multinational

This article calls for the inclusion of multinational non-profit organizations in the research and pedagogy of strategic international human resource management. Multinational non-profit enterprise is increasingly influential, both economically and philosophically, as economic and socio-cultural boundaries become more interdependent. Yet the multinational non-profit sector has been ignored by international human resource management scholars. When research and pedagogy overlook practice, a concern exists with regard to their relevance. By outlining the international development of multinational non-profit enterprise, the article contextualizes strategic international human resource management in multinational intermediate private aid and development agencies. Analysis of a particular example, World Vision Australia, illustrates the discussion.

On international assignment: Is expatriation the only way to go?

This research explored variations to traditional international assignment. Interviews with expert informants and a survey of 43 human resource managers investigated whether or not four categories of international assignment identified in a recent European survey are occurring in Australian-based multinational enterprises (MNEs). The findings presented are illuminating, but not generalisable. It seems that within this group, a portfolio of international assignment options, in addition to expatriation, is increasingly being offered and undertaken by the Australian respondents to this study. Implications these variations present for international assignment management are presented as an agenda for future research.

International talent flow and intention to repatriate: An identity explanation

Using a sample of 563 Australian professionals currently working overseas, we investigate the relationships between intention to repatriate and national identity, demographic variables, quality of life, career advancement, personal networks, social context, and situational characteristics. Our findings show that national identity, length of time already spent overseas, quality of life available in the home country, employment in a multinational enterprise (MNE) and expatriate location were predictive of intention to repatriate to Australia. This research has implications for individuals, employers and government policy with regard to the management of talent flows of skilled workers.

Staff transfers as a control strategy: an exploratory study of two Australian organizations

This paper explores the use of organization culture, through socialization, as a control mechanism. Through the examination of two disparate Australian organizations operating in the global environment, the paper explores suggested linkages between strategy, organizational culture and staffing. It concludes that, while these two case companies have different cultures, they both rely heavily on transferring staff in order to facilitate co-ordination and control and to implement strategies that will achieve their global objectives.

An investigation of paradigm choice in Australian international human resource management research

This paper addresses the question of whether Australian international human resource management (IHRM) research is dominated by either a universalist or contextualist paradigm. Using a systematic review approach, 82 peer reviewed papers were analysed using a basic extraction tool to record publication and research design details. The universalist/contextualist distinction decision was based on the point at which theory became evident in each publication. Results indicated an almost even split in the universalist/contextualist paradigm choice suggesting a balanced rather than dominant research preference. This finding may reflect the impact of both European and North American influences in Australian IHRM research. A second finding is a high level of papers without proposed theoretical relationships: this second finding has a number of ramifications for IHRM research and practice in Australia.

Building an Integrated Approach to Performance Management Using Critical Incident Technique

The development of a consistent, integrated human resource performance management strategy has been advocated by both academics and practi tioners. This article proposes a model of the role of Crit...

Applying a strategic international human resource management framework to international non-governmental organisations

Our research explores the organisational context of International Non-Governmental Organisations (INGOs), an increasingly important sector that has been largely overlooked by management scholars. This sector is of increasing importance in Australia and throughout the world. We focus on Strategic International Human Resource Management (SIHRM), as a particularly important area of management for INGOs. The central purpose of this paper is to propose a framework of strategic international HRM for INGOs and offer a series of propositions specific to INGOs. By doing this, implications for future theoretical and empirical development emerge, with particular attention given to the Australian context.

Inter‐organizational network participation: Implications for global human resource development

A qualitative study of a research and development network of major global mining companies is reported in this paper. In this international inter‐organizational network, emergent global human resource development and, particularly, career development challenges for participating individuals and organizations are analyzed. These challenges arise from two important dimensions of present and future network effectiveness, the boundary activities of network centrality, and building and maintaining optimal trust. Implications for future research and practice are identified.