CONTENTS -- LIST OF FIGURES -- LIST OF TABLES -- Part I: Setting the Scene -- 1 Introduction: Why Study International HRM? -- Learning outcomes -- Introduction -- Multinational companies in our time -- MNCs and people management -- International HRM -- Plan of the book -- Chapter summary -- Revision questions -- Case study: NCR in Scotland -- Case study questions -- Recommended further reading -- References -- 2 Internationalisation of HRM: Socio-Cultural Contexts -- Learning outcomes -- Introduction -- National culture and HRM -- HRM and its broad context -- National culture and broad employee management issues -- National culture and specific HRM issues -- Business imperatives and other non-cultural influences on HRM -- Chapter summary -- Revision questions -- Case study: Oki UK Ltd -- Case study questions -- Recommended further reading -- References -- 3 Internationalisation of HRM: Institutional Contexts -- Learning outcomes -- Introduction -- National and international institutions -- National institutions and HRM -- International institutions -- Chapter summary -- Revision questions -- Case study: Elementis and Michelin -- Case study questions -- Recommended further reading -- References -- 4 National Context of HRM: The Case of Seven Major Economies -- Learning outcomes -- Introduction -- Major economies and their HRM practices -- Implications of national diversity for multinational companies -- Chapter summary -- Revision questions -- Case study: Litton imports cell manufacturing from Sweden -- Case study questions -- Recommended further reading -- References -- Part II: HRM in Multinational Companies -- 5 Going International: Managing HR Across the World -- Learning outcomes -- Introduction -- Going international -- Parent-subsidiary relationship -- Chapter summary -- Revision questions -- Case study: Seiko Instruments.

Case study questions -- Recommended further reading -- References -- 6 Differentiate or Integrate? That's the Question -- Learning outcomes -- Introduction -- Differentiation and integration -- The relevance of integration and differentiation dilemma -- Mechanisms to achieve integration in highly differentiated and global companies -- Chapter summary -- Revision questions -- Case study: News International plc -- Case study questions -- Recommended further reading -- References -- 7 Knowledge Transfer within a Multinational Company -- Learning outcomes -- Introduction -- Organisational knowledge and its significance -- Sources of organisational knowledge -- Tacit and explicit knowledge -- HRM and organisational knowledge -- Transfer of knowledge between and within organisations -- Transfer of knowledge within MNCs -- Transferability of knowledge across national borders -- Transfer of managerial know-how and HRM across national borders -- Chapter summary -- Revision questions -- Case study: Transfer of knowledge in OKi-training and development -- Case study questions -- Recommended further reading -- References -- 8 HRM in International Joint Ventures -- Learning outcomes -- Introduction -- Going international in partnership with others -- Joint ventures and national culture -- Effects of national culture on international joint venture operation -- Organisational culture and IJVs -- Company language in IJVs -- Human resource management in joint ventures -- Dealing with difficulties associated with HRM in international joint ventures -- How might international joint ventures tackle the culture 'problem'? -- Chapter summary -- Revision questions -- Case study: Knowledge transfer in Intentia International -- Case study questions -- Recommended further reading -- References -- 9 Foreign Assignment -- Learning outcomes -- Introduction.

Rationale for foreign assignment -- What price expatriation? -- Preparation for foreign assignment -- Expatriates in host country -- Freelance expatriates -- Expatriates back home -- Chapter summary -- Revision questions -- Case study: Tubular Industries Scotland Ltd -- Case study questions -- Recommended further reading -- References -- Part III: HRM and Globalisation -- 10 HRM in the Global Village: Cultural Impediments and Practical Complications -- Learning outcomes -- Introduction -- HRM in the global village -- Internationalisation of HRM -- International HRM-MNCs' Perspective -- HRM as practised in a global company -- Revision questions -- Case study: Organon Laboratories Ltd, Scotland -- Global HR strategy -- General approach to HR policies and practices -- Specific HR functions -- Case study questions -- Recommended further reading -- References -- INDEX -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W -- Y -- Z.