The global integration of business functions: a study of multinational businesses in integrated global industries
By K. Kim, J-H Park, J. Prescott. 2003
278 citations recorded by the source corpus.
Subfields: Strategy and Management
View Paper: https://www.semanticscholar.org/paper/2aea48c52e1ed06b62fe93a0389cd5737c57d20c
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In Strategy and Management
- Paul Sparrow
- Virginia Hernández
- William Newburry
- Torben Pedersen
- Nevena Yakova
- Elaine Farndale
- C. Brewster
- H. Scullion
Citations in the corpus
- The global integration of diversity management: a longitudinal case study (2007, background): “Centralization-based integration Characterized by the centralization of decisionmaking authority at higher levels where there exists a more complete understanding of various units and activities around the world, this mode of integration is suggested to be most effective in integrating geographicall”
- Standardization preferences: a function of national culture, work interdependence and local embeddedness (2006, background): “Examining factors that contribute to employee standardization preferences is important, because it may help managers in determining when standardization is most appropriate (and appreciated by employees) and when it may be resisted.”
- Global Value Chain Configuration: A Review and Research Agenda (2017, background): “Specifically, scholars ave posited that an effective global value chain configuation may have a positive impact on business performance Kim et al., 2003).”
- Globalization of HR at function level: four UK-based case studies of the international recruitment and selection process (2007, background): “5 Processes of functional realignment taking place in response to globalization (Brewster et al., 2005; Kim et al., 2003; Malbright, 1995; Sparrow et al., 2004).”
- Globalizing human resource management (2004, background): “Source: after Kim et al. (2003) Typology of MNC international orientations Ethnocentric: Few foreign subsidiaries have any autonomy; strategic decisions are made at headquarters.”
- The role of the corporate HR function in global talent management (2010, background): “…the globalizing organization (Murtha, Lenway, & Bagozzi, 1998); social capital – necessary connections to be able to perform boundary-spanning roles (Kostova & Roth, 2003); political capital – the legitimacy necessary to be confirmed as talent (Harvey & Novicevic, 2004); and human capital – the…”