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Journal articles on the topic 'International HRM'

Author: Grafiati
Published: 4 June 2021
Last updated: 26 January 2023

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1

Monks, Kathy, Hugh Scullion, and Jane Creaner. "HRM in international firms." Personnel Review 30, no. 5 (2001): 536–53. http://dx.doi.org/10.1108/eum0000000005938.

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2

Brewster, Chris. "International HRM: beyond expatriation." Human Resource Management Journal 7, no. 3 (1997): 31. http://dx.doi.org/10.1111/j.1748-8583.1997.tb00423.x.

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3

Jagersma, P. K., and D. M. Van Gorp. "International HRM: The Dutch Experience." Journal of General Management 28, no. 2 (2002): 75–87. http://dx.doi.org/10.1177/030630700202800205.

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4

Hoffmann, Kinga. "Measuring HRM Effectiveness as a Challenge to Contemporary HRM Scientists (HRM Context)." Kwartalnik Ekonomistów i Menedżerów 33, no. 3 (2014): 7–24. http://dx.doi.org/10.5604/01.3001.0009.4590.

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The paper presents the issue of measuring HR effectiveness. Author refers to interna‑tional human resource management and tries to explain how wide and complicated the phenomenon is. The aim of the paper is to recognize the problem of measuring HRM effectiveness. The method used in the research process is a literature overview. Thus the author managed to recognize the problem of measuring HRM effectiveness, indicate the gap in previous scientific work and specify the author’s own field for developing in future. The paper consists of following parts: introduction, theoretical assumptions of the HR effectiveness, results of a literature overview on HRM effectiveness including the international context, conclusions.
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5

Farndale, Elaine, Sumita Raghuram, Stan Gully, Xiangmin Liu, Jean M. Phillips, and Maja Vidović. "A vision of international HRM research." International Journal of Human Resource Management 28, no. 12 (2017): 1625–39. http://dx.doi.org/10.1080/09585192.2017.1308416.

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6

Andre, Rae. "Designing a Course in International OB/HRM." Organizational Behavior Teaching Review 10, no. 2 (1986): 48–59. http://dx.doi.org/10.1177/105256298601000206.

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7

Almond, Phil. "The sub-national embeddedness of international HRM." Human Relations 64, no. 4 (2011): 531–51. http://dx.doi.org/10.1177/0018726710396243.

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This article argues that international human resource management has failed to examine adequately the relations between multinational corporations (MNCs) and the geographies they operate in at sub-national levels. In particular, it needs to go much further in integrating insights from literatures on changing levels of governance, the role of sub-national sites of regulation in the creation and transmission of knowledge, and the geographical and organizational fragmentation of production. In reviewing these literatures alongside relevant contributions within international human resource management, it develops a research agenda by which the degree and nature of sub-national embeddedness of MNCs, and their effects on sub-national business and employment systems, can be analysed.
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8

Horwitz, Frank. "International HRM in South African multinational companies." Journal of International Management 23, no. 2 (2017): 208–22. http://dx.doi.org/10.1016/j.intman.2017.01.005.

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9

Kamoche, Ken. "Knowledge creation and learning in international HRM." International Journal of Human Resource Management 8, no. 2 (1997): 213–25. http://dx.doi.org/10.1080/09585199700000049.

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10

Hiltrop, Jean M. "Mapping the HRM practices of international organizations." Strategic Change 11, no. 6 (2002): 329–38. http://dx.doi.org/10.1002/jsc.605.

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11

Bücker, Joost, Erik Poutsma, Roel Schouteten, and Carolien Nies. "The development of HR support for alternative international assignments. From liminal position to institutional support for short-term assignments, international business travel and virtual assignments." Journal of Global Mobility: The Home of Expatriate Management Research 8, no. 2 (2020): 249–70. http://dx.doi.org/10.1108/jgm-02-2020-0011.

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PurposeThe purpose of this paper is to explain how and why HR practitioners perceive the need to develop international HRM practices to support short-term assignments, international business travel and virtual assignments for internationally operating organizations.Design/methodology/approachThe authors interviewed 29 HR practitioners from multinationals located in the Netherlands.FindingsAlternative international assignments seem not to belong to the traditional expatriate jobs, nor to regular domestic jobs and show a liminal character. However, over the last few years we have gradually seen a more mature classification of the Short-term Assignment, International Business Traveler and Virtual Assignment categories and more active use of these categories in policymaking by organizations; this reflects a transition of these three categories from a liminal position to a more institutionalized position.Research limitations/implicationsFor this research, only international HRM practitioners were interviewed. Future studies should include a broader group of stakeholders.Practical implicationsInternational HRM departments should take a more proactive role regarding alternative forms of international assignees. Furthermore, HR professionals may develop training and coaching and consider rewards and benefits that could provide allowances for specific working conditions that are part of international work.Originality/valueThis study is among the first to relate the framework of institutional logic and liminality to explain the why of HR support for alternative international assignees.
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12

Wood, Elliot. "Book Review: International HRM: A Cross-Cultural Approach." Journal of Industrial Relations 45, no. 2 (2003): 254–56. http://dx.doi.org/10.1111/1472-9296.00083.

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13

Syed, Jawad, and Edwina Pio. "Muslim Diaspora in the West and International HRM." International Journal of Human Resource Management 28, no. 8 (2016): 1109–18. http://dx.doi.org/10.1080/09585192.2016.1166789.

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14

Iles, Paul, and Maurice Yolles. "International joint ventures, HRM and viable knowledge migration." International Journal of Human Resource Management 13, no. 4 (2002): 624–41. http://dx.doi.org/10.1080/09585190210125633.

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15

De Cieri, Helen, Kate Hutchings, and Peter J. Dowling. "Editorial note: International HRM — an Asia-Pacific Focus." International Journal of Human Resource Management 16, no. 4 (2005): 471–74. http://dx.doi.org/10.1080/09585190500051241.

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16

Burbach, Ralf, and Tony Royle. "Institutional determinants of e-HRM diffusion success." Employee Relations 36, no. 4 (2014): 354–75. http://dx.doi.org/10.1108/er-07-2013-0080.

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Purpose – Drawing on institutional theory and existing international business practice transfer and e-HRM models this paper develops an e-HRM diffusion model to ascertain the institutional factors that determine the successful diffusion of e-HRM practices in multinational corporations (MNC). The paper aims to discuss these issues. Design/methodology/approach – The research is based on the analysis of 25 semi-structured interviews with 15 key stakeholders in the German and Irish subsidiaries of a single US-based MNC as well as two interviews with a senior manager in one of its main competitors. Findings – The findings suggest that the successful transfer of e-HRM is mediated by an interchange of various institutional-level factors (external, relational, organizational and individual) within the corporation and its subsidiaries. Successful implementation of e-HRM is synonymous with the successful integration and institutionalization of e-HRM practices in the subsidiaries. Research limitations/implications – As this analysis is founded upon a single case study, it is difficult to make assumptions concerning the broad population of all MNC and their subsidiaries. Further research may be required to test the model and the findings presented in this paper. Practical implications – The findings and the model presented in this paper demonstrate the impact of the institutional context and of key success factors of technology implementation on e-HRM diffusion success. These findings may be of particular relevance to organizations and practitioners who are embarking on an e-HRM installation in an international context. Originality/value – This paper enriches the e-HRM and international management debate by identifying the key institutional factors impacting the diffusion of e-HRM practices in the subsidiaries of an MNC. In addition, the model put forward in the paper shows how these factors interact and how successful e-HRM diffusion can be characterized.
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17

Mäkelä, Liisa, Ulla Kinnunen, and Vesa Suutari. "Work-To-Life Conflict and Enrichment Among International Business Travelers: The Role of International Career Orientation." Human Resource Management 54, no. 3 (2014): 517–31. http://dx.doi.org/10.1002/hrm.21629.

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18

Delbridge, Rick, Marco Hauptmeier, and Sukanya Sengupta. "Beyond the enterprise: Broadening the horizons of International HRM." Human Relations 64, no. 4 (2011): 483–505. http://dx.doi.org/10.1177/0018726710396388.

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In this article we argue that International HRM research will benefit from an extended research agenda that moves: i) beyond the enterprise, ii) beyond managerialism, and iii) beyond universalism. This will require both a wider range of theoretical resources to be brought to bear and a greater attentiveness to the interpenetrating levels of the empirical worlds that are subject to evaluation and explanation. The article reflects on the opportunities for drawing on theoretical frameworks from proximate research areas and advances a multi-level approach in order to achieve a more holistic and situated understanding of HRM in its international and comparative contexts.
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19

Randev, Kadumbri Kriti, and Jatinder Kumar Jha. "Sustainable Human Resource Management: A Literature-based Introduction." NHRD Network Journal 12, no. 3 (2019): 241–52. http://dx.doi.org/10.1177/2631454119873495.

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The concept of sustainability has deeply penetrated in all functions of management such as supply chain, organisational behaviour, human resource, strategic management and so on. But recently, sustainable human resource management (S-HRM) has garnered a significant amount of attention from industry practitioners and academicians due to the escalation of adverse impact of existing HRM approaches on employees, society and the environment ( Mariappanadar, 2003 , International Journal of Social Economics, 30(8), 906–923; 2014a, Human Resource Management Review, 24(4), 313–329; 2014b, Sustainability and Human Resource Management, Springer). Human resource sustainability is being desired by all because of its notable implications for both the employees and the organisations. Previous literature establishes that human resource management (HRM) practices play a vital role in determining organisational success and survival. Furthermore, the harmful impact of high performance work systems and their existing HRM practices on the well-being of employees and their families has made it even more pertinent for industry practitioners to identify mechanisms to reduce employee harm and increase human resource sustainability for organisational growth and well-being. A research report by the Society for Human Resource Management in 2010 and a few other scholars claim that S-HRM can help HRM practitioners to reduce the negative impact of business practices on employees, society and the environment ( Cohen & Taylor, 2012 , HR’s role in corporate social responsibility and sustainability; Daily & Huang, 2001 , International Journal of Operations & Production Management, 21(12), 1539–1552; Dumitrana, 2009 , Human resources role in sustainable development). However, S-HRM has been studied sporadically, and there is a lack of convergence in its understanding. It has been broadly defined with the help of various perspectives borrowed from literature on strategic HRM, corporate social responsibility, Green HRM and sustainable work systems. This article aims to explore the existing literature of S-HRM to develop a deeper understanding of the concept. Through a comprehensive literature review, this article also highlights the evolution of S-HRM along with its implications for employees, HR managers and the organisations that have been studied in the previous literature.
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20

Cerding, Jean Luc. "International Diffusion of HRM Practices: The Role of Expatriates." Beta 17, no. 01 (2003): 48–58. http://dx.doi.org/10.18261/issn1504-3134-2003-01-05.

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21

Fisher, Cynthia D., and Greg Southey. "International human resource management in the introductory HRM course." International Journal of Human Resource Management 16, no. 4 (2005): 599–614. http://dx.doi.org/10.1080/09585190500051712.

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22

Crowley-Henry, Marian, Edward P. O'Connor, and Blanca Suarez-Bilbao. "What goes around comes around. Exploring how skilled migrant founder–managers of SMEs recruit and retain international talent." Journal of Global Mobility: The Home of Expatriate Management Research 9, no. 2 (2021): 145–65. http://dx.doi.org/10.1108/jgm-01-2021-0003.

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PurposeThis micro-level study unpacks the recruitment and retention of international professionals to small and medium-sized enterprises (SMEs). The study highlights the influence of the founders' international experience when applying organisational-level (meso) policies and practices. With their insider experience as skilled migrants, we share how the founders in each of the SMEs mobilised career capital into human resource management (HRM) strategies.Design/methodology/approachCombining literature on SMEs and skilled migrants' careers, we draw upon intelligent career theory to illuminate the recruitment and retention of self-initiated expatriates and skilled migrants in SMEs. With three SME case studies as samples–one micro, one small and one medium-sized organisation in Ireland–we consider the influence of the founders' international experience in the design and application of formal and informal HRM strategies (at the organisational level) that are operationalised to recruit and retain international talent to/in these organisations.FindingsThe HRM practices in the three SME cases in this paper, each run by migrant founders, vary from formalised (for our medium-sized organisation), semi-formalised (for our small-sized organisation) to ad hoc and tailor-made (for our micro-sized organisation). These particular SMEs were often more receptive to hiring other migrants. The important role of the three SME case studies' skilled migrant founders and their own international career experiences was apparent in the particular HRM approaches they adopted. The relevance of intelligent career theory when applying micro-level findings at the meso-organisational level is shown.Originality/valueThe paper presents how the international experience of founder–managers, in turn, impacts on the HRM practices and policies that are implemented to recruit and retain international employees. The study highlights how both organisation size and founder-manager international experience influence the degree of customisation of HRM practices and policies in SMEs, specifically pertaining to the recruitment and retention of self-initiated expatriates and skilled migrant employees. The heterogeneity within the sub-categories encompassed under the umbrella label of SME is emphasised; validating our case study approach, where nuance and detail of the specific organisation can be shared.
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23

Lowe, Kevin B., John Milliman, Helen De Cieri, and Peter J. Dowling. "International compensation practices: a ten-country comparative analysis." Human Resource Management 41, no. 1 (2002): 45–66. http://dx.doi.org/10.1002/hrm.10019.

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24

Bogicevic-Milikic, Biljana, and Ana Aleksic. "International human resource management and organizational learning." Ekonomski anali 50, no. 167 (2005): 171–98. http://dx.doi.org/10.2298/eka0567171b.

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Global companies are pressed by the need to simultaneously manage globally since they consider the whole world as their own market, and locally, because the global market consists of various different and weakly connected market segments. The need to be global and local at the same time presents, perhaps the most important challenge for management of global companies in 21st century. Searching this balance presents also an important challenge for human resource management (HRM), regarding the ways of accomplishing it. HRM is expected to contribute to achievement of global competitive advantage worldwide efficiency, local responsiveness, as well as transfer of learning within global organizations. The transfer of learning gains on its importance as many authors see it as the main motive of establishing global companies. However, regardless of recognized significance of organizational learning for global companies, international HRM literature simply lacks studies related to transfer of learning, recommendations about how to develop this organizational ability, how to improve it and measure, and how to provide permanency of the learning process. Therefore, the aim of this paper is through reviewing the relevant literature, to shed light on different aspects of the responsiveness-integration paradigm and its implications on the transfer of learning in global companies.
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25

J. Hurn, Brian. "The challenges facing international HRM in an increasingly globalised environment." Industrial and Commercial Training 46, no. 7 (2014): 371–78. http://dx.doi.org/10.1108/ict-06-2014-0041.

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Purpose – The purpose of this paper to examine the responses that international HRM needs to make to the challenges it faces with increasing responsibilities in the globalised environment. It covers the key areas of recruitment, selection, training and retention and uses examples from the author's involvement in working with a major multinational in the recruitment of potential international managers. Design/methodology/approach – Analysis of the concerns expressed about an international career and the coping strategies offered by employers. Findings – The paper highlights the paramount aim of international companies to reduce failure on assignment overseas and maintain retention on return to the home country. Research limitations/implications – Analysis and review of current trends to meet challenges facing international HRM. Practical implications – The increased competition to recruit potential high quality international managers, to prepare them for overseas assignments to ensure successful appointments and to plan their repatriation and retention. Originality/value – Emphasises with real-life examples the key challenges and analyses what is being done to meet them.
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Yong, Jing Yi, M. Y. Yusliza, and Olawole Olanre Fawehinmi. "Green human resource management." Benchmarking: An International Journal 27, no. 7 (2019): 2005–27. http://dx.doi.org/10.1108/bij-12-2018-0438.

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Purpose Green or environmental human resource management (HRM) has in recent years attracted much attention from academia and practitioners all over the world. However, a thorough analysis of green or environmental HRM has not been made so far. To address this gap, the present study provides a systematic and comprehensive literature review. The purpose of this paper is threefold: to review Green HRM literature of various scopes, approaches and contexts; to identify different focus areas in the Green HRM literature; and to propose areas for future research. Design/methodology/approach The paper follows a systematic literature review approach. The selected journal articles are categorized on the basis of five focus areas in the Green HRM derived from the extant literature. Findings Research has grown significantly over the past 12 years that has focused on Green HRM. A total of 70 articles were reviewed and most of these articles employed quantitative method and were carried out in developing countries. Based on the five focus areas identified in this literature review, the performance outcome of Green HRM at both the organizational level and individual level received the greatest attention from the researchers. Research limitations/implications This paper is limited to a review of academic articles obtainable from online databases, containing the words “Green human resource management”, “Green HRM”, “Green human resource”, “Environmental HRM”, “Green training” and “Environmental training” in the title. Additionally, only papers from high quality, peer-reviewed journals were evaluated. Other academic sources such as books and conference papers were not included in this study. Originality/value The paper presents a structural overview of 70 peer-reviewed articles published in leading academic journals from 2007 until early 2019. This review provides an increased understanding of the existing state of current research, trends and future research directions in the Green HRM discipline.
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Chiu, Stephen, and David Levin. "HRM in Hong Kong since 1997." Asia Pacific Business Review 9, no. 4 (2003): 32–54. http://dx.doi.org/10.1080/13602380312331288700.

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28

Wan, David. "HRM in Singapore: change and continuity." Asia Pacific Business Review 9, no. 4 (2003): 129–46. http://dx.doi.org/10.1080/13602380312331288740.

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29

Dietz, Graham, Ton van der Wiele, Jos van Iwaarden, and Julie Brosseau. "HRM Inside UK E-commerce Firms." International Small Business Journal: Researching Entrepreneurship 24, no. 5 (2006): 443–70. http://dx.doi.org/10.1177/0266242606067267.

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Rubel, Mohammad Rabiul Basher, Nadia Newaz Rimi, and Tim Walters. "Roles of Emerging HRM and Employee Commitment: Evidence from the Banking Industry of Bangladesh." Global Business Review 18, no. 4 (2017): 876–94. http://dx.doi.org/10.1177/0972150917692223.

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This study examines the roles emerging human resource management (HRM) plays in enhancing employee commitment to the organization from the perspective of social exchange theory (SET). In this relationship, HRM roles represent the mechanisms through which managers’ actions, behaviours and HRM procedures affect employees’ commitment to the organization. A self-administered questionnaire survey was employed for data collection from a sample of 217 respondents drawn from front-line employees working in private commercial banking organizations in Bangladesh. Using structural equation analysis, the results indicated a significant and positive influence of the roles of emerging HRM, namely, procedural justice, organizational communication, empowerment, employee development and participation as determinants of employee commitment to the organization. In this study, the five-dimensional emerging HRM roles had a positive relationship with employee commitment to the organization. Thus, organizations and their top management should have interest in, and nourish, a supportive HRM environment, and must provide a strong priority to HRM through which they will demonstrate their commitment to open communication, empowerment, participation, investment in employee development and a just environment to get employee commitment in a long-lasting, high-quality commitment-focused relationship.
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31

Furusawa, Masayuki, Chris Brewster, and Toshinori Takashina. "Normative and systems integration in human resource management in Japanese multinational companies." Multinational Business Review 24, no. 2 (2016): 82–105. http://dx.doi.org/10.1108/mbr-03-2015-0011.

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Purpose This paper aims to conceptualise a framework of “transnational human resource management” (HRM) and to demonstrate the validity of the model. Design/methodology/approach Evidence is drawn from survey of 93 large Japanese multinational companies (MNCs). Data are analysed through descriptive statistics, hierarchical multiple regression analyses and mediation effect analyses. Findings The analysis reveals that the practices for normative and systems integration are associated with increasing levels of social capital and geocentric staffing, respectively, and the social capital and geocentric staffing fully mediate the relationship between normative and systems integration and transnationality. Originality/value The research extends the integration theory in international HRM and demonstrates the validity of our framework for transnational HRM. The authors also shed light on the reality of the integration aspects of international HRM in Japanese MNCs.
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32

Laurent, André. "The cross-cultural puzzle of international human resource management." Human Resource Management 25, no. 1 (1986): 91–102. http://dx.doi.org/10.1002/hrm.3930250107.

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Shortland, Susan. "The Purpose of Expatriation: Why Women Undertake International Assignments." Human Resource Management 55, no. 4 (2015): 655–78. http://dx.doi.org/10.1002/hrm.21686.

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34

Al-Harazneh, Yaser M., and Ismail Sila. "The Impact of E-HRM Usage on HRM Effectiveness." Journal of Global Information Management 29, no. 2 (2021): 118–47. http://dx.doi.org/10.4018/jgim.2021030107.

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This study investigated the impact of electronic human resource management (e-HRM) implementation on the effectiveness of HRM system. The framework of this study was guided by three theories: unified theory of acceptance and use of technology, the social exchange theory, and the leader-member exchange theory. Covariance-based structural equation modelling was used to test the proposed model and hypotheses. The sample consisted of 282 responses from the employees of two telecommunications companies in Jordan. The research findings suggested that performance expectancy had a significant positive effect on behavioural intention to use an e-HRM system, whereas effort expectancy did not. Facilitating conditions had a positive significant impact on e-HRM system usage. Top management support and the HRM role of line managers positively affected behavioural intention to use e-HRM and actual usage of e-HRM, whereas the effect of HR professionals on e-HRM usage was negative. Finally, the actual usage of e-HRM had a significant impact on HRM system effectiveness.
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Budhwar, Pawan S., and Naresh Khatri. "HRM in Context." International Journal of Cross Cultural Management 1, no. 3 (2001): 333–56. http://dx.doi.org/10.1177/147059580113005.

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Mcgaughey, Sara L., and Helen De Cieri. "Reassessment of convergence and divergence dynamics: implications for international HRM." International Journal of Human Resource Management 10, no. 2 (1999): 235–50. http://dx.doi.org/10.1080/095851999340530.

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Warner, Malcolm. "Whither international human resource management? The Routledge Global HRM Series." International Journal of Human Resource Management 16, no. 5 (2005): 870–74. http://dx.doi.org/10.1080/09585190500083467.

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Delbridge, Rick, and Tom Keenoy. "Call for papers: Special Issue of International Journal of HRM." International Journal of Human Resource Management 19, no. 9 (2008): 1763–64. http://dx.doi.org/10.1080/09585190802295413.

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Lazarova, Mila, Michael Morley, and Shaun Tyson. "International comparative studies in HRM and performance – the Cranet data." International Journal of Human Resource Management 19, no. 11 (2008): 1995–2003. http://dx.doi.org/10.1080/09585190802404239.

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Altman, Yochanan, and Susan Shortland. "Women and international assignments: Taking stock—a 25-year review." Human Resource Management 47, no. 2 (2008): 199–216. http://dx.doi.org/10.1002/hrm.20208.

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van Harten, Jasmijn, Nele De Cuyper, David Guest, Mel Fugate, Eva Knies, and Anneleen Forrier. "Special issue of international human resource management journal HRM and employability: an international perspective." International Journal of Human Resource Management 28, no. 19 (2017): 2831–35. http://dx.doi.org/10.1080/09585192.2017.1377866.

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Shen, Jie. "HRM in Chinese privately owned enterprises." Thunderbird International Business Review 50, no. 2 (2008): 91–104. http://dx.doi.org/10.1002/tie.20181.

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43

Schein, Edgar H. "International human resource management: New directions, perpetual issues, and missing themes." Human Resource Management 25, no. 1 (1986): 169–76. http://dx.doi.org/10.1002/hrm.3930250112.

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44

Cerdin, Jean-Luc, and Marie Le Pargneux. "Career and international assignment fit: Toward an integrative model of success." Human Resource Management 48, no. 1 (2009): 5–25. http://dx.doi.org/10.1002/hrm.20264.

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Haslberger, Arno, and Chris Brewster. "Capital gains: expatriate adjustment and the psychological contract in international careers." Human Resource Management 48, no. 3 (2009): 379–97. http://dx.doi.org/10.1002/hrm.20286.

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46

Shyh-Jer, Chen. "The Development of HRM Practices in Taiwan." Asia Pacific Business Review 3, no. 4 (1997): 152–69. http://dx.doi.org/10.1080/13602389700000047.

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Rowley, Chris, and John Benson. "Introduction: changes and continuities in Asian HRM." Asia Pacific Business Review 9, no. 4 (2003): 1–14. http://dx.doi.org/10.1080/13602380312331288680.

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Bae, Johngseok, and Chris Rowley. "Changes and continuities in South Korean HRM." Asia Pacific Business Review 9, no. 4 (2003): 76–105. http://dx.doi.org/10.1080/13602380312331288720.

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Lawler, John, and Vinita Atmiyanandana. "HRM in Thailand: a post-1997 update." Asia Pacific Business Review 9, no. 4 (2003): 165–85. http://dx.doi.org/10.1080/13602380312331288760.

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50

Karjalainen, Helena. "Can multicultural human resources management problems be solved by an organisational culture?" Management international 14, no. 4 (2010): 99–114. http://dx.doi.org/10.7202/044662ar.

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Abstract:
During recent decades, globalisation has affected and changed functions of enterprises, firms must adapt their strategies to global business and to international human resources management. A new challenge seems to be imposed to international managers and to international HRM: how to create cooperation between employees representing different cultural backgrounds and how to find a common identity in multicultural teams? Our article, based on a case study, inter-site cases, examines five different multicultural work groups. Results reveal how cooperation can be created and managed with the HRM practices and tools: recruitment, intercultural management, mediation and organisational culture.
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