Globalizing human resource management

By Paul Sparrow, C. Brewster, H. Harris. 2004

333 citations recorded by the source corpus.

Subfields: Communication, Political Science and International Relations, Public Administration

View Paper: https://www.semanticscholar.org/paper/9f231ac07d66e91764f240be96af220f6d011c18

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Communication

1. David G. Collings
2. H. Scullion
3. M. Dickmann
4. Paul Sparrow
5. Ingmar Björkman
6. Elaine Farndale
7. M. Morley
8. Günter K. Stahl

In Political Science and International Relations

1. M. Dickmann
2. H. Scullion
3. David G. Collings
4. Paul Sparrow
5. Aulikki Sippola
6. M. Morley
7. Elaine Farndale
8. D. Tan

In Public Administration

1. Paul Sparrow
2. Günter K. Stahl
3. Elaine Farndale
4. Joseph T. Mahoney
5. Ingmar Björkman

Citations in the corpus

• Why a Multinational Firm Chooses Expatriates: Integrating Resource-Based, Agency and Transaction Costs Perspectives (2006, background): “…to control and coordination, the research literature identifies at least three other main strategic reasons for sending employees on international assignments: professional development; knowledge transfer; and transfer of scarce skills (Black et al., 1999; Evans et al., 2002; Sparrow et al., 2004).”
• The role of the corporate HR function in global talent management (2010, background): “…MNCs in the host country also represent an important source of talent and while these managers may not have company-specific experience, the know-how, networks and knowledge gained in other MNCs may be usefully transferred to the subsidiary operation (Collings et al., 2008; Sparrow et al., 2004).”
• 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).”
• The global integration of diversity management: a longitudinal case study (2007, background): “, 1998); the globalization of business has also prompted calls for research into the newly espoused discipline of global HRM (e.g. Novicevic and Harvey, 2001; Evans et al., 2002; Sparrow et al., 2004; Brewster and Suutari, 2005).”
• Developing career capital for global careers: The role of international assignments (2005, background): “They broadly reconfirm those competencies that are outlined by the literature into organizational goals in expatriation (e.g. Caligiuri & Di Santo, 2001; Sparrow et al 2004).”
• Changing patterns of global staffing in the multinational enterprise: Challenges to the conventional expatriate assignment and emerging alternatives (2007, background): “Although it is important to note that assignments generally have more than one rationale (Sparrow et al., 2004), Edstrom and Galbraith’s typology provides a useful point of departure for the consideration of why MNCs use expatriates.”
• Handbook of Research in International Human Resource Management (2007, background): “Content and outline of this handbook IHRM scholars (for example, Dowling & Welch, 2004; Sparrow et al., 2004) have argued that IHRM involves the same activities and dimensions as domestic HRM but operates on a much larger scale, with more complex strategic considerations, more complex coordination…”