Globalization norm setting within strategic action scientific disciplines: Transnational management of human resources in multinationals.
Globalization norm setting within strategic action scientific disciplines: Transnational management of human resources in multinationals.
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Introduction.
International Human Resource Management (IHRM) is a crucial component of
multinational companies (MNCs). The effective management of human resources
across international borders is critical for MNCs to achieve their strategic
objectives. In the past, IHRM was treated as a subsidiary of the domestic HRM
function, but the globalisation of business operations and the increase in the
number of MNCs have led to the emergence of IHRM as a distinct field. The
increasing complexity of IHRM in MNCs has led to the need for a better
understanding of how global norms are formed and how they influence IHRM
practices. And MNCs operate in different countries and cultures, and their
employees may come from different backgrounds. A unique approach is needed to
manage human resources in such a diverse environment.
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A significant issue in the subject of international human resources
management (HRM) is the growing significance of multinational corporations and
how this impacts the globalization of workplace standards (Schotter et al.,
2021). Globalization and foreign influences at work are becoming more
pervasive. MNCs regularly use task forces, professional competitions, and
cross-national task forces to make policy. These standards for behavior at
employment that encourage and give rise to specific incorporation forms
(Edwards et al., 2013; Reiche et al., 2019). Nonetheless, the focus on
conventions continues to be widespread in international HRM research, making it
challenging for us to understand how universal norms are developed.
This article aims to explore the topic of international human resource
management in multinational companies.
Assessing the IHRM Literature.
Several scholars have
explored the topic of IHRM in MNCs. One of the key contributions to the field
is the work of Chris Brewster and his colleagues (2016), who have developed a
framework for understanding IHRM practices in MNCs. According to Brewster et
al., IHRM in MNCs is shaped by a variety of factors, including the cultural
context, the institutional context, and the strategic objectives of the firm.
Brewster et al.'s
framework highlights the importance of understanding the local context in which
IHRM practices are implemented. They argue that IHRM practices that are not
adapted to the local context are unlikely to be effective. Therefore, MNCs need
to develop a deep understanding of the local cultural norms, legal frameworks,
and institutional context to develop effective IHRM practices.
Assessing the IHRM literature is critical in identifying gaps and areas that require further research. Schuler and Tarique (2017) highlight the need to examine contextual factors that influence IHRM practices in MNCs. These factors include the host country's legal and institutional frameworks, cultural values and economic development. Schuler and Tarique (2017) suggest that research should examine the impact of globalization on the development of IHRM practices.
The development of a conceptual framework is
essential in understanding globalising norm formation in MNCs. The framework
should capture the complex relationships between MNCs and their environments,
including the local cultures and norms. According to Sinclair and Pedersen
(2018), the globalising of norms is facilitated by webs of relationships among
actors within and outside MNCs. These webs are influenced by factors such as
power relations, historical events, and institutional arrangements.
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Sinclair and Pedersen (2018) also argue that the webs of norms in MNCs are multi-level and multi-dimensional. At the organizational level, norms are created and maintained through the interactions between actors such as expatriates, host country nationals, and global managers. At the inter-organizational level, norms are shaped by the relationships between MNCs and external stakeholders, such as governments, NGOs, and other firms.A Framework for understanding global norm making.
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A framework for understanding
global-norm making should consider contextualization and personalization.
Contextualization refers to the importance of examining the local environment
and the impact of institutional arrangements on the development of norms in
MNCs. Personalization, on the other hand, relates to the actors, roles, and
skills required for effective IHRM practices in MNCs.
According to Cerdin and Brewster (2019), the personalization aspect of the
framework should consider the skills and competencies required of actors such
as expatriates and global managers. This requires an understanding of the
specific roles and responsibilities of these actors in the MNCs and their
ability to adapt to the local culture and norms.
Operationalizing research on global – norm making.
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Operationalizing research on
global-norm making involves identifying the appropriate methods and techniques
for data collection and analysis. According to Osland et al. (2018), the use of
case studies is essential in examining the complex relationships between MNCs
and their environments. This approach allows for an in-depth examination of the
contextual factors and their impact on IHRM practices.
Osland et al. (2018) also suggest the use of mixed-methods approaches that
incorporate both qualitative and quantitative methods. This approach allows for
a more comprehensive analysis of the data and a better understanding of the
complexities involved in global-norm making.
Conclusions.
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international human resource management (IHRM) is a vital component of
multinational companies (MNCs) and has become a distinct field due to the
globalization of business operations. Global norms play a crucial role in
shaping IHRM practices in MNCs, and understanding how they are formed is
essential for effective management of human resources across international
borders. The literature on IHRM in MNCs highlights the importance of
understanding the local context and the impact of contextual factors such as
legal frameworks, cultural values, and economic development on IHRM practices.
To understand global-norm making in MNCs, a conceptual framework that captures
the complex relationships between MNCs and their environments is necessary.
Such a framework should consider contextualization and personalization and
examine the specific roles and competencies of actors such as expatriates and
global managers. The operationalization of research on global-norm making
requires the use of appropriate methods and techniques for data collection and
analysis, such as case studies and mixed-methods approaches. Future research
should focus on examining the impact of globalization on the development of
IHRM practices and exploring the role of power relations, historical events,
and institutional arrangements in global-norm making. Overall, understanding
global-norm making is critical for the effective management of human resources
in MNCs and the achievement of their strategic objectives.
Reference’s.
Schotter,
A. P., Meyer, K., & Wood, G. (2021). Organizational and
comparative institutionalism in international HRM: Toward an integrative
research agenda. Human Resource Management, 60(1), 205– 227
[Online] Available at: https://onlinelibrary.wiley.com/doi/10.1002/hrm.22053 [Accessed on 11th April 2023]
Edwards,
T., Marginson, P., & Ferner, A. (2013). Multinational
companies in cross-national context: Integrating, differentiation, and the
interactions between MNCs and nation states. Industrial and Labour
Relations Review, 66(3), 547– 587. [Online] Available
At: https://journals.sagepub.com/doi/10.1177/0022185614564371 [Accessed on 11th April 2023]
Reiche, B. S., Lee, Y. T., & Allen, D. G. (2019). Actors, structure, and processes: A review and conceptualization of global work integrating IB and HRM research. Journal of Management, 45(2), 359– 383. [Online] Available At : https://journals.sagepub.com/doi/abs/10.1177/0149206318808885 [Accessed on 11th April 2023]
Sinclair, A., &
Pedersen, T. (2018). Globalising norm formation in international human resource
management. The International Journal of Human Resource Management,
29(19), 2783-2805.
Cerdin, J.
L., & Brewster, C. (2019). Global-Norm Making: A Conceptual Framework for
Understanding How Actors Change and Maintain Norms in a Global Context. Journal
of Management, 45(1), 235-262 [Online] Available at : https://www.diva-portal.org/smash/get/diva2:1453112/FULLTEXT01.pdf [Accessed on 11th April 2023]
Schuler, R. S., & Tarique, I. (2017). International human resource management: Review and critique. International Journal of Management Reviews, 19(1), 4-30. [Online] Available At : http://www.untag-smd.ac.id/files/Perpustakaan_Digital_2/PERSONEL%20%20MANAGEMENT%20Handbook%20of%20Research%20in%20International%20Human%20Resource%20Management%20(Elgar%20Origi.pdf [Accessed on 11th April 2023]
Osland, J. S., Li, L., Mendenhall, M. E., Kedia, B. L., & Wu, P. (2016). Advancing global leadership research: A review and agenda for future research. Journal of World Business, 53(6), 769-783. [Online] Available At: https://www.yourhomeworksolutions.com/wp-content/uploads/edd/2020/07/global_leadership_research__practice__and_development_3rd.pdf [Accessed on 11Th April 2023]
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Nowadays, globalization has become an important issue for every country. Effective management of human resources across international borders is crucial for multinational companies to achieve their strategic objectives. Globalization and the increase in the number of MNCs have led to the emergence of IHRM as a prominent field.MNCs operate in different countries and cultures, and their employees may come from different backgrounds.better understanding of the complexities of IHRM and how it affects the work of the organization is facilitated.
ReplyDeleteDear Piumali.
DeleteGlobalization has made effective management of human resources across international borders crucial for multinational companies to achieve their strategic objectives. The increase in the number of MNCs has led to the emergence of IHRM as a prominent field. MNCs operate in different countries and cultures, making it important for organizations to have a better understanding of the complexities of IHRM and how it affects their work. This facilitates better management of employees from different backgrounds, leading to improved organizational performance.
Thank you very much .
The framework for analyzing the growth of norms in modern multinational corporations is established in this study, which builds on the SAF methodology to create a method for investigating how global norm-making is contextualized, individualized, and challenged. Such a strategy can help us move beyond the somewhat archaic and out-of-date idea that MNCs are made up of an HQ and several national subsidiaries that appears in the IHRM literature and toward a more complex understanding of the MNC.
ReplyDeleteDear Tharanga.
DeleteThis study introduces a framework for analyzing the growth of norms in modern multinational corporations. The framework builds on the SAF methodology and aims to investigate how global norm-making is contextualized, individualized, and challenged. By moving beyond the traditional understanding of MNCs as comprising an HQ and national subsidiaries, this approach offers a more nuanced and complex understanding of the MNC. This method can help researchers to better comprehend the growth of norms in MNCs.
Thank you very much.
The strategic action scientific disciplines play a critical role in setting norms for transnational management of human resources in multinational corporations. By providing insight into the complex nature of global workforce management, these disciplines help organizations develop effective strategies and practices that align with global norms and standards. Good article. Well done.
ReplyDeleteDear Tharanga.
DeleteScientific disciplines have a crucial role in establishing standards for managing human resources in multinational corporations. Their understanding of global workforce management assists organizations in creating effective strategies that adhere to global norms. This is essential for ensuring successful transnational management of human resources.
Thank you very much.
Excellent article Chrishan, I will add for you as the Globalization norm setting is the establishment of guidelines, standards, and principles that promote international cooperation, collaboration, and harmonization in various domains. To apply globalization norm setting within the strategic action scientific discipline, it is necessary to identify relevant norms, analyze the current state, develop a plan, and implement the plan. The benefits of applying globalization norm setting include ensuring that practitioners in the field are operating according to the same standards and principles, promoting ethical conduct and responsible behavior, and promoting environmental sustainability and social responsibility. These norms are important in ensuring that countries, organizations, and individuals can work together effectively and efficiently in a globalized world.Welldone.
ReplyDeleteDear Kamal.
DeleteGlobalization norm setting involves establishing guidelines and standards that promote international cooperation and harmonization. To apply it within the strategic action scientific discipline, relevant norms must be identified, analyzed, a plan developed, and the plan implemented. Applying globalization norm setting promotes ethical conduct, responsible behavior, environmental sustainability, and social responsibility. These norms ensure practitioners operate according to the same standards and facilitate effective and efficient global collaboration.
Thank you very much.