Dissertations / Theses on the topic 'International Human Resources Management'
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Stewart, Pamela Jo. "Expatriation and international human resource management." Thesis, Hong Kong : University of Hong Kong, 2000. http://sunzi.lib.hku.hk/hkuto/record.jsp?B22763193.
Full textEdwards, Susan Teresa. "Yeepam efatawo : we sew and it fits you : the social and cultural context of small-scale enterprise in the tailoring and dressmaking sector of southern Ghana." Thesis, University of Hull, 1997. http://hydra.hull.ac.uk/resources/hull:5396.
Full textSteingruber, William G. (William George). "Strategic International Human Resource Management: an Analysis of the Relationship between International Strategic Positioning and the Degree of Integrated Strategic Human Resource Management." Thesis, University of North Texas, 1996. https://digital.library.unt.edu/ark:/67531/metadc278946/.
Full textConlin, Brad. "INGO Performance Management Practices and the Need for Accountability." Thesis, Université d'Ottawa / University of Ottawa, 2015. http://hdl.handle.net/10393/32143.
Full textFletcher, Louise Maree 1975. "Enhancing international strategic predisposition and organisational culture for the effective management of human resources in Australian multinational hotels." Monash University, Dept. of Management, 2005. http://arrow.monash.edu.au/hdl/1959.1/5137.
Full textAdeleye, Ifedapo Lanrewaju. "The diffusion of international human resource management practices in Africa." Thesis, University of Manchester, 2009. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.509109.
Full textGannon, Judith Margaret. "Strategic human resources and their management : the case of unit general managers in international hotel companies." Thesis, Oxford Brookes University, 2007. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.444287.
Full textLakshman, Sangeetha. "Multinational Companies Executive Selection Practices : challenge of Human Resource Management in International Business Management." Thesis, Paris, CNAM, 2013. http://www.theses.fr/2013CNAM0933/document.
Full textMultinationals that are moving abroad for its subsidiary operation may use any one of the typology such as Global, Multi-domestic,Transnational, and International strategy in order to manage and maintain their business abroad. International staffing is a critical elementof the implementation of the four strategies for doing business globally. In staffing the international operation, the organization mayfollow one of the three staffing approaches or a combination of three approaches (PCN, HCN, TCN) depending on their domesticcircumstances and the life cycle of the MNC. In all the three staffing approaches (Ethnocentric, Polycentric, Geocentric) PCNs, HCNs andTCNs are used. But they will differ in relative proportions. There is little evidence in support of the utilization of HCNs and TCNs. Most ofthe research focused on expatriates (PCNs) than HCNs and TCNs. Therefore we want to explore on what situations multinationals useHCNs and TCNs. Further the study investigates the alignment between international business strategy and executive staffing. Theoreticalfoundations are drawn basically from existing literature.Primary data were collected from top executives of 22 multinationals. In depth interviews were conducted and open ended questionswere used to examine the alignment between international business strategy and executive staffing for subsidiary operation, expatriateroles during organization’s different life cycle. The multinationals participated in our sample are from Singapore, Dubai, India, France,Netherlands, and Belgium. The data analysis is based on interpretative philosophy. The analysis of the proposed research expectationrevealed that the pattern of result is consistent when higher the pressure for standardization, utilization of ethnocentric staffing (PCNs) ismore. Whereas the pressure for standardization is low, then multinationals used other staffing approaches - polycentric staffing (HCNs).The pattern is partially consistent with strategy staffing alignment when the higher the local responsiveness then the utilization ofpolycentric staffing should be more. But in the given situation, ethnocentric staffing is slightly more than polycentric even when the localresponsiveness is high. The findings extend the application of the underpinned theories and their beliefs in explaining the businessstrategy and executive staffing relationship and contribute to the body of knowledge. Implications of the results and direction for futureresearch are recommended
Mayrhofer, Wolfgang, Paul N. Gooderham, and Chris Brewster. "Context and HRM: Theory, Evidence, and Proposals." Taylor & Francis, 2019. http://dx.doi.org/10.1080/00208825.2019.1646486.
Full textKim, Kowoon. "The Influence of Perceived Psychological Contract Violations on Expatriate Attitudes: The Moderating Role of Individual, Organizational, and National Factors." FIU Digital Commons, 2018. https://digitalcommons.fiu.edu/etd/3684.
Full textMukazhanova, Karina, and Karina Mukazhanova. "A Cross-Cultural Comparison of Leadership Choices: Commonalities and Differences Among Female Leaders in the United States, Kazakhstan and Sweden." Thesis, University of Oregon, 2012. http://hdl.handle.net/1794/12398.
Full textDrouin, Nathalie. "The integration of human resource issues in the international joint venture formation process." Thesis, University of Cambridge, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.289796.
Full textShen, Jie. "International human resource management policies and practices : an integrative framework in the Chinese context." Thesis, Bucks New University, 2003. https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.714449.
Full textDickmann, Michael Frank. "Balancing global, parent and local influences : international human resource management of German multinational companies." Thesis, Birkbeck (University of London), 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.340491.
Full textBao, Chanzi. "Senior management perception of strategic international human resource management effectiveness : the case of multinational companies performance in China." Thesis, University of Bradford, 2010. http://hdl.handle.net/10454/4437.
Full textKupka, Bernd, and n/a. "Creation of an instrument to assess intercultural communication competence for strategic international human resource management." University of Otago. Department of Management, 2008. http://adt.otago.ac.nz./public/adt-NZDU20080312.134104.
Full textScullion, Hugh Gerard. "An empirical study of the international human resource management strategies and practices in British multinationals." Thesis, University of Newcastle Upon Tyne, 1997. http://hdl.handle.net/10443/731.
Full textPicos, Pazos Claudia Maria, and Loredo Emiliano Ordoñez. "The influence of human resource allocation process on the employee satisfaction level : Quality research ALLEGION - an International Manufacturing plant." Thesis, Umeå universitet, Företagsekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-118056.
Full textHuynh, Ronny, Rickard Johansson, and Tuyet-Tu Tran. "Expatriate Management : Selection and Training in the Expatriation Process." Thesis, Jönköping University, JIBS, Business Administration, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-674.
Full textOne of the many tasks that an International Human Resource Management department has relates to the field of expatriation in which an employee is sent abroad to work in a foreign subsidiary. Expatriation is not a new concept, in the early modern era of expatriation after World War II, businesses were usually driven by international divisions that supervised the export issues, licensing and subsidiaries abroad. The main role of corporate human re-source department was to make it easier to select staff for foreign postings. This to find employees that were familiar with the activities and products of the company, organization, culture and also at the same time comfortable with working abroad.
The purpose of this thesis is to gain an understanding of how three Swedish multinational companies select and train their Parent-Country National (PCN) expatriates before the in-ternational assignment in China.
In order to reach the goal of our purpose, we have chosen to conduct case studies on three Swedish multinational companies that are currently operating in China, where interviews with the key persons for respective company has been made. The interviews was either conducted through phone or face-to-face.
Our Frame of reference is based upon four sub-chapters in which we in the first chapter defines the concept of Expatriation followed by a brief introduction of the cultural differ-ences between Sweden and China. The third chapter deals with the different selection is-sues and the fourth chapter deals with training issues.
Based on the Frame of reference, we created six major research questions in which from them we developed our interview questions.
Through the Empirical Findings which was analyzed with help of the Frame of reference, we can say that most of the processes within selection and training are not as visible and clear as what it is said in literatures compared to a few Swedish multinational companies practice.
Royal, Carol School of Industrial Relations & Organisational Behaviour UNSW. "Internal labour markets and human resource management in an international investment banking institution : deal makers in the global economy." Awarded by:University of New South Wales. School of Industrial Relations and Organisational Behaviour, 2000. http://handle.unsw.edu.au/1959.4/23047.
Full textHenriques, André Coelho Vaz. "Transferência de conhecimento organizacional entre países : um estudo de caso acerca dos dificultadores desse processo com ênfase na atuação de Recursos Humanos Internacional." reponame:Biblioteca Digital de Teses e Dissertações da UFRGS, 2012. http://hdl.handle.net/10183/37649.
Full textThis research analyzes the barriers of organizational knowledge transfer between countries with emphasis on the role of International Human Resources, based on a multinational company located in Brazil. To meet this purpose, the theoretical foundation bases its work on three pillars: 1) the processes of globalization and internationalization, 2) knowledge management, and 3) the role of International Human Resources, going from a macro perspective till breaks it down in operational aspects. The method adopted here is a case study, it has a qualitative approach and it has an exploratory-descriptive nature. It holds a triangulation of data, based on eight semi-structured interviews and data from inside and outside of the company studied. As a result, this work shows that the multinational corporation focus of this study, despite having a good performance, has opportunities to improve aspects regarding knowledge management, yet it has a robust structure to support this process. Some barriers of the organizational knowledge transfer between countries are identified, including the difficulty due to the large amount of information to be managed, an eventual "arrogance" by developed countries and the unknown of the keepers of knowledge within the organization. Unlike that maintains the literature, the paper identifies a timid role played by Human Resources in terms of organizational knowledge transfer between countries in the studied company. Additionally, this work lists several actions to streamline this process, which includes registering the knowledge within the company and coordinating in an integrated manner initiatives related to knowledge management.
Chen, I. Chun Lisa. "The societal culture dimension within the human resource practices of Taiwanese management in the UK." Thesis, University of Stirling, 2006. http://hdl.handle.net/1893/68.
Full textFeng, Lujia. "An assessment of International Human Resource Management (IHRM) practices in Chinese Multinational Corporations (MNCs) in Africa : standardisation or adaptation." Thesis, University of Manchester, 2017. https://www.research.manchester.ac.uk/portal/en/theses/an-assessment-of-international-human-resource-management-ihrm-practices-in-chinese-multinational-corporations-mncs-in-africa-standardisation-or-adaptation(f92c67e8-0a2c-4d70-8f6d-53fe0b7bf1f8).html.
Full textOberholster, Abraham Johannes. "THE MOTIVATION OF NPO WORKERS FOR ACCEPTING INTERNATIONAL ASSIGNMENTS." NSUWorks, 2011. http://nsuworks.nova.edu/hsbe_etd/84.
Full textAndersson, Jennie, and Shabnam Heidaripour. "Effective Repatriation : A case study of Volvo Construction Equipment in Eskilstuna." Thesis, Jönköping University, JIBS, EMM (Entrepreneurship, Marketing, Management), 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-625.
Full textBackground: Going abroad for a number of years to live and work in a different country and culture is a major change for most people. To make this easier and minimize the risks of facing adjustment difficulties for these people going abroad, companies’ Human resource departments, in particular, have great responsibilities. It is also mainly their responsibility to ensure a smooth re-adjustment for employees returning to home country after a completed international assignment. Today many companies not only underestimate the problems related to an unsuccessful repatriation process, but also do not acknowledge the difficulties that the expatriates face upon return. Moreover, there is evidence showing that only a minority of companies invest substantial resources in the task of creating an Effective Repatriation process, even though researchers have confirmed repatriation to be more challenging than expatriation.
Purpose: The purpose of this thesis is to find out how companies can improve and facilitate the repatriation of their employees. This will be done by examining factors affecting how an expatriate perceives the repatriation process and by identifying the most critical actions in achieving an effective repatriation process.
Method: In order to fulfill the purpose of this thesis a qualitative method was chosen. A case study was conducted over Volvo Construction Equipment in Eskilstuna, based upon personal interviews with expatriates as well as representatives of the Volvo International Assignment Management (VIAM) and Human Resource department of Volvo Construction Equipment in Eskilstuna. Further, the case study included a preliminary study based on a question and answer format, answered by 20 expatriates at Volvo CE in Eskilstuna. With support from information gathered through the preliminary study, later 10 personal interviews were carried out with expatriates at Volvo CE.
Conclusion: The findings of this thesis propose 10 main factors, which influence how an expatriate perceives the repatriation process. These are; (1) the Purpose for why an expatriate is sent abroad, (2) the Picture of the repatriation process and responsibility areas communicated by the home company, (3) the perceived Communication and support, (4) the utilization of Mentorship, (5) Reverse culture shock issues, (6) Career issues, (7) Organizational issues, (8) Practical issues, (9) Family issues and finally,(10) the existence of an Evaluation. Further, the result of this thesis suggest that there are four critical actions in achieving an effective repatriation process; preplanning, communicating and providing support, proactive repositioning process and finally, applying an evaluation.
Darby, Roger. "International human resource management : a study of the role of organisational support systems in determining the subsequent performance of expatriate managers." Thesis, University of Sussex, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.313967.
Full textKáčerová, Martina. "Návrh efektivní personální politiky ve společnosti DSG International SSC,s.r.o." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2009. http://www.nusl.cz/ntk/nusl-222322.
Full textPlakhotnik, Maria S. "How Employees with Different National Identities Experience a Geocentric Organizational Culture of a Global Corporation: A Phenomenological Study." FIU Digital Commons, 2010. http://digitalcommons.fiu.edu/etd/319.
Full textSakurai, Yuka, and Yuka Sakurai@anu edu au. "Problems and Prospects in Cross-Cultural Interactions in Japanese Multinational Corporations in Australia." The Australian National University. Faculty of Economics and Commerce, 2001. http://thesis.anu.edu.au./public/adt-ANU20020122.092141.
Full textDuport, Michelle. "De l’usage de l’altérité dans le management des ressources humaines : entre hétérologie et homologie dans les EIE en Chine." Thesis, Montpellier 3, 2010. http://www.theses.fr/2010MON30062.
Full textThis research concerns the use of alterity by Human Resources Management (HRM) in subsidiaries of multinational groups implanted in China. It is as interested in the discursive use of consideration of others as in its effectiveness. It looks for a sense of management practices from interviews carried out over six years between 2005 and 2010, and is completedby an historic approach and crossed disciplinary scrutiny of organization patterns of companies in Europe and in North America on the one hand and in China on the other hand. The results of these analysis bring certain incoherencies, observed in management practices, to light: between the discursive approach on alterity and the creation of a fictional cultureabout China; between the ideology displayed by an ethical and cross-cultural management worried about cultural differences and elitist, discriminatory MRH practices; between a model of universalist management imposed by headquarters and parallel organizations which carry with them dissimulation strategies organized by subsidiaries; and between the omniscience of headquarter and the desire of autonomy from subsidiaries. The main questionis the one of incoherencies: are they inherent to management? The thesis shows a possible refondation of a Western management model through this confrontation of cultures
Jacobsson, Therese, and Jessica Palmqvist. "Internationell kompetensförsörjning : tre svenska företags erfarenheter av expatriering och expertskatten." Thesis, Södertörn University College, School of Business Studies, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:sh:diva-3705.
Full textFrågeställningar: Hur använder svenska multinationella företag expatriering? Hur fungerar expertskatten i förhållande till dess syfte? Vilka konsekvenser medför användandet eller icke-användandet av expertskatten för företagen?
Syfte: Syftet är att undersöka hur svenska multinationella företag använder sig av expatriering som kompetensförsörjning och i det perspektivet utreda huruvida expertskatten fungerar i förhållande till dess syfte.
Metod: En tvärsnittsundersökning genomfördes vid insamling av det empiriska materialet. Primärdata samlades in med hjälp av intervjuer från tre undersökningsföretag. Viss kompletterande sekundärdata har även bidragit till undersökningen.
Slutsatser: Vid de tillfällen då företagen inte kan tillgodose sitt kärnkompetensbehov på en lokal marknad är expatriering en metod att tillgå. Expatriering leder då till en kunskapsförflyttning över de nationella gränserna. Samtliga undersökningsobjekt ställer sig positiva till användandet av expatriering och använder det främst vid behovsdrivna uppdrag. Företagen använder sig av expatriering vid både korta och långa uppdrag. Expatriering är en anställningsform som är förknippad med mycket höga kostnader för företagen och för att kunna behålla konkurrenskraften på de internationella marknaderna finner företagen det absolut nödvändigt med politiska incitament i form av skattelättnader för att kompetensförsörjningen fortsättningsvis ska kunna fortsätta. Det politiska incitament som idag förekommer i form av expertskatten har visat sig inte nyttjas i särskilt stor utsträckning av olika anledningar och med anledning av detta ställer vi oss kritiska till om expertskatten verkligen fungerar i förhållande till dess syfte.
Problem: How do Swedish multinational companies use expatriation? How does the tax relief for foreign key personnel function in relation to its purpose according to the companies? What consequences does the use or non-use of tax relief for foreign key personnel according to the companies?
Purpose: The purpose is to examine how Swedish multinational companies use expatriation as maintenance of competence and in that perspective, analyze whether the tax relief for foreign key personnel function in relation to its purpose.
Method: A cross-sectional survey was conducted for collection of the empirical material. Primary data were collected through interviews from three companies. Some additional secondary data have also contributed to the study.
Conclusion: At times when companies are not being able to meet their core competencies necessary for a local market, expatriation is a method available to use. Expatriation leads to a knowledge transfer across national borders. All survey items are in favor of using expatriation and use it primarily when they have a need-driven mission. The companies use expatriation at both short and long-term missions. Expatriation is associated with very high costs and to maintain competitiveness on international markets, the companies find it absolutely necessary to be able to use political incentives in the form of tax relief for foreign key personnel. The political incentives that currently exist in the form of tax relief for foreign key personnel have been identified as not used to any great extent for various reasons. Because of the results in this thesis we are critical about whether the tax relief for foreign key personnel actually works in relation to its purpose.
Duderija, Amina, and Karlsson Frida. "Borta bra men hemma bäst? : En studie om hur Stora Enso arbetar med Gender Diversity Management i relation till nationell kultur." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-415742.
Full textKarim, Lawko, and Julia Lindahl. "Is Your Diversity Agenda Really Working? : A case study on Boston Consulting Group (BCG) in Sweden." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-447970.
Full textSantos, Rute Pedrosa dos. "New trends on expatriation and challenges for IHRM : a state of the art." Master's thesis, Instituto Superior de Economia e Gestão, 2016. http://hdl.handle.net/10400.5/13319.
Full textA globalização das economias, ao longo dos anos, levou ao aumento do número de empresas a operar internacionalmente. Consequentemente, o número de missões internacionais continua a aumentar, enquanto as empresas adoptam abordagens mais flexíveis. Surgem então alternativas às tradicionais missões de expatriados de longa duração, não sendo claro em que medida é que estas alternativas são menos disruptivas para a vida dos colaboradores. Apesar da crescente tendência entre as EMN (Empresas Multinacionais) em contar com estas formas de missões alternativas para levar a cabo negócios internacionais, o grosso da pesquisa e dos estudos permanece focado nas experiências dos tradicionais expatriados de longa duração. Dado este contexto, o objectivo principal desta dissertação é estudar as novas tendências ao nível das missões internacionais em EMN contemporâneas, bem como as suas implicações na área da GIRH (Gestão Internacional de Recursos Humanos). A hipótese principal baseia-se na ideia de que a predominância da expatriação de longa duração, tanto na literatura como na prática dos gestores de RH (Recursos Humanos), tem conduzido a uma relativa negligência ao nível da gestão das novas formas de missões internacionais.
The globalization of economies, over the years, has increased the number of companies operating internationally. Consequently, the number of corporate international assignments continues to rise and companies are adopting more flexible approaches. Alternatives to the traditional long-term expatriate assignment are emerging but it is not clear to what extent they are less disruptive to employees’ lives. Despite the growing trend among MNCs (Multinational Companies) to rely on these alternative forms of assignments to conduct international business, the bulk of the research remains focussed on the traditional long-term expatriate experiences. Given this context, the main aim of this dissertation is to study the new trends of international assignments in contemporary MNCs and their implications in the field of IHRM (International Human Resource Management). Our main hypothesis is that the predominance of long-term expatriation in both the literature and practice of HR (Human Resources) managers has led to a relative neglect of the management of new forms of dislocation.
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Aguzzoli, Roberta López. "Gestão de pessoas internacional como multinacionais brasileiras internacionalizam seus recursos humanos?" reponame:Biblioteca Digital de Teses e Dissertações da UFRGS, 2007. http://hdl.handle.net/10183/11234.
Full textOver the XX century, the enterprises behavior took new ways. Globalization process and the consequent market opening forced companies to be more competitive, demanding new alternatives that keep them more profitable. So, many companies, looking for new markets, knowledge, alternative to market changes, risk diversification, or even productivities advantages internationalized their activities. This process involved changes in people management and in Human Resources structure. Therefore, this study seeks to identify how Brazilian multinationals, located in Southern region of the country, in different stages of internationalization, manage its politics and practices oh Human Resources in the subsidiary. To reach the goal of the present research, exploratory-descriptive, was divided into two stages: one qualitative and the other quantitative. The first, exploratory, was done applying two case studies, in companies from the Rio Grande do Sul state in different stages of internationalization. This phase permitted to develop a questionnaire to the quantitative stage that was sent to 41 multinationals located in Southern Brazil. So, with the results obtained on exploratory stage and with 73,2% returned questionnaires, on quantitative phase, we could verify differences in the structure and management of Human Resources in companies in distincts stages of internationalization. We verified that in the initial stages of its activities in the foreign countries, those companies do not have structured policies and practices of HR. It comes from the headquarter. With the international expansion, the multinational gradually became to structure its Human Resources, accomplishing the demands from the environment. This led to suppose the more these companies are inserted a country and understand its culture, the better the HR is structured, develops and improves their politics and practices.
Mohamed, Rosmah. "International comparative study of the effects of 'best practice' human resource management on worker outcomes in local government organisations : a case between England and Malaysia." Thesis, Cardiff University, 2007. http://orca.cf.ac.uk/54329/.
Full textMcAloon, Patrick O. "Chinese at Work: Evaluating Advanced Language Use in China-related Careers." The Ohio State University, 2008. http://rave.ohiolink.edu/etdc/view?acc_num=osu1218548897.
Full textGrigorovová, Petra. "Specifika personálního řízení v multinacionální společnosti." Master's thesis, Vysoká škola ekonomická v Praze, 2009. http://www.nusl.cz/ntk/nusl-11043.
Full textBarrón, Löthman Laura. "Leading Organizational Change Globally : A study of the success factors for effectively driving change in a multicultural and international company." Thesis, Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:ltu:diva-64760.
Full textKyeyune, Catherine. "Towards the Development of a Cultural Competence Framework for Human Resource Development Professionals in International Business: A Study of Best Practice Learning and Diversity Companies." OpenSIUC, 2012. https://opensiuc.lib.siu.edu/dissertations/654.
Full textStendahl, Emma, and Lovisa Tideman. "Ledaren - Företagets juvel? : En fallstudie om ledarens betydelse för företagets internationella framgång." Thesis, Linnaeus University, Linnaeus School of Business and Economics, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-5869.
Full textSyftet med uppsatsen är att studera det växande behovet av International Human Resource Management (IHRM) i syfte att skapa förståelse för företagets interna resurser och hur dessa kan bidra till företagets utveckling. För att uppnå uppsatsens syfte har vi utformat följande huvudproblem; I vilken utsträckning kan ett företags strävan efter internationell framgång förstås genom dess ledare? För att besvara det formulerade huvudproblemet har vi valt att använda en kvalitativ ansats och tillämpat fallstudie som forskningsstrategi.
Den teoretiska referensramen innefattar en beskrivning av olika etableringsstrategier och medföljande ledarpositioner samt behandlar det resursbaserade synsättet vilket är relevant för vårt ämnesval och vår frågeställning. Vidare består av teorikapitlet av en deskription av IHRM och tillsättningsstrategier. Det empiriska kapitlet behandlar den information som tillhandahållits genom fallföretaget och dess informanter rörande ledarpositioner och efterfrågade kompetenser hos en internationell ledare. Kapitlet är strukturerat utefter de informanter vi utsett; företagets VD, marknadschef samt försäljningschefer.
I analyskapitlet diskuteras och analyseras den teoretiska referensramen tillsammans med det empiriska utfallet. Kapitlet belyser de olika ledarpositioner som medför de valda etableringsstrategier samt vilka kompetenser som prioriteras vid tillsättning av den internationella ledaren. Från vår analys framgår det att de främsta kompetenser en kvalificerad försäljningschef bör besitta är förmågan till social kompetens och ett tekniskt kunnande, goda förhandlingskunskaper samt en stark drivkraft. Vidare i kapitlet analyseras de faktorer som kan bidra till företagets internationella framgång.
Uppsatsens slutsats visar att NORDENs ledande position inom tubfyllningsbranschen har uppkommit tillföljd av försäljningschefernas ovärderliga erfarenhetsbaserade kunskaper samt förmågan att anpassa företagets globala strategi till lokala kunders önskemål. Avslutningsvis presenteras förslag till fortsatt forskning inom IHRM samt rekommendationer till fallföretaget.
Pearce, Alison. "How can international staff exchange be implemented as part of the execution of an internationalisation strategy in UK higher education? : the case of a strategic entrepreneur." Thesis, Northumbria University, 2011. http://nrl.northumbria.ac.uk/5456/.
Full textSuengkamolpisut, Wallapa. "Examining the gap between employees’ expectations and their experience of HR practices in luxury five-star hotels in Thailand. A cross-sector comparison of local hotels, national and international chains hotels." Thesis, University of Bradford, 2017. http://hdl.handle.net/10454/17207.
Full textVianna, Nereida Prudêncio. "Uma análise sobre os processos de expatriação e repatriação em organizações brasileiras." Universidade do Vale do Rio do Sinos, 2008. http://www.repositorio.jesuita.org.br/handle/UNISINOS/2736.
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Esta dissertação enfoca aspectos favoráveis e aspectos que dificultam o processo de expatriação e repatriação vivenciados por executivos em organizações brasileiras com operações internacionais. Seus objetivos estão centrados na interferência dos aspectos relacionados à adaptação dos expatriados e repatriados, como também, nas políticas e práticas de pessoas voltadas aos processos de expatriação e repatriação. Ao examinar a interdependências das categorias adaptação pessoal, profissional, familiar, políticas e práticas de gestão nos processos de expatriação e repatriação, são eleitas algumas proposições capazes de retratar os aspectos mais relevantes nestes processos. A metodologia do estudo envolveu a realização de uma pesquisa qualitativa com caráter exploratório-descritivo em uma consultoria e sete organizações brasileiras com operações internacionais, sendo duas organizações de pequeno porte, duas de médio porte e três de grande porte. Foram realizadas vinte entrevistas em profundidade com executivos expa
The focus of this dissertation is the aspects that favor and the ones that constrain the expatriation and repatriation processes of executive living and working for Brazilian companies that operate internationally. It aims at the interference of aspects related to the expatriated and repatriated adaptation as well as the policies and practices utilized by people who are involved in the processes of expatriation and repatriation. Some assumptions that depict the most relevant aspects are elected when examining the interdependence of personal, profession, and family adaptation, and politics and management practices on the processes of expatriation and repatriation. The methodology encompassed a qualitative exploratory descriptive design research in one consulting firm and in seven multinational Brazilian companies that operate internationally. Twenty in-depth interviews with expatriated/ repatriated businessmen and human resource professionals were performed. The results demonstrate that the elements involved
Eriksson, Julia, and Sarah Hylén. "Ett bättre klimat startar med HRM? : En kvalitativ studie om gröna HR-aktiviteter inom multinationella industriorganisationer." Thesis, Södertörns högskola, Institutionen för samhällsvetenskaper, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:sh:diva-45788.
Full textDobrovolskaya, Yana. "Řízеní lidských zdrоjů v mеzinárоdní spоlеčnоsti АDP Еmplоyеr Sеrvicеs Čеská rеpublikа, а.s." Master's thesis, Vysoká škola ekonomická v Praze, 2017. http://www.nusl.cz/ntk/nusl-262212.
Full textKruger, Susanna Elizabeth. "Key success factors in managing a conference centre in South Africa / S.E. Kruger." Thesis, North-West University, 2006. http://hdl.handle.net/10394/1477.
Full textMeyer, Vincent. "Performance management : an american technology in a French multinational enterprise established in China." Thesis, Université Paris-Saclay (ComUE), 2018. http://www.theses.fr/2018SACLH001/document.
Full textThe present dissertation examines the entanglement of the social and material in Multinational Enterprises during the transnational transfer of Human Resource Management Practices, especially Performance Management Practices. Using 4 local Chinese entities of a transnational firm as my case study, I explore how local employees make Performance Management practices their own, both internalizing global practices and innovating to adapt to local environments. This research is based on 60 interviews, secondary materials and direct observations over more than 10 years. In the first chapter of this dissertation, I explore more specifically the adoption of Human Resource Management practices at the micro level, and I identify four archetypes of the adoption of Human Resource Management practices: formal, ceremonial, deviant and innovative. In the second chapter, I focus on the adoption of Performance Management practices in Multinational Enterprises at a meso level. Drawing on sociomaterial theory, I propose a new definition of hybridization as being a process by which unique practices emerge in local subsidiaries from the entanglement of the social and the material at Headquarters and in local subsidiaries. This definition allowed me to identify two new hybrid performance management practices in the four Chinese entities of the Multinational Enterprises under investigation, which I have called the “harmonious Confucian” Performance Management practice and the “harmonious instrumental” Performance Management practice. In the third chapter, I build on the results of the two previous empirical chapters to conceptualize an integrated multilevel model for the transnational transfer of Human Resource Management practices in Multinational Enterprises by expanding another central concept to sociomaterial theory: the notion of “apparatus”. This dissertation aims therefore at contributing both to International Human Resources Management literature and to the literature of the sociology of management tools
Gallon, Shalimar. "O processo de expatriação na internacionalização empresarial : estudo de casos múltiplos em uma empresa portuguesa e uma empresa brasileira." reponame:Biblioteca Digital de Teses e Dissertações da UFRGS, 2015. http://hdl.handle.net/10183/131342.
Full textExpatriation is a common process in the conduct of international business, assisting in the interface and alignment of policies and practices of Human Resource Management (HRM) with the business strategy, and therefore important in its global expansion. The main contribution of this study is to explore the expatriation process in a strategic perspective, emphasizing the importance of its planning in order to contribute to achieving the overall objectives of the organization. It is argued that the internationalization of a company requires the presence of expatriates, especially at the beginning of this process; hence, expatriation is related to the maturity of the organization's internationalization. The objective, therefore, is to analyze the influence of expatriation in the strategy of internationalization of Portuguese and Brazilian companies, from a comparative case study point of view. It is constituted by a qualitative study, in which data was collected through semi-structured interviews, totaling 30 people interviewed. Also, we used the software Max- Qda (2007) in the data analysis to assist in the organization of categories of analysis based on the content analysis technique. Finally, the interviews and the theoretical framework were the basis for understanding the development of HRM, being possible to explain each maturation stage of HRM and to raise the main policies and practices that are part of the expatriation process, which is also mapped in the design of three related steps. In few words, there are differences in the international maturity and the management of expatriates of both companies analyzed, largely because of the objectives of the latter process, being possible to say that, in general, the Portuguese companies analyzed are more internationalized than the Brazilian ones. The Portuguese company Plástico understands that expatriation is already incorporated into their daily lives and it is not a glamorous process. In other perspective, this process is glamorized in the Brazilian company Elétrica, in which expatriates are treated as 'chosen' people to represent it. The settings of employees raised in the international context were temporary employee, expatriate, repatriate and impatriate, concerning the Brazilian company; and temporary/support staff, expatriate and citizen of the world, concerning the Portuguese company. In both cases, expatriation is strongly linked to international maturation, even if it is in the beginning of the process. According to the progress of international maturation, expatriates took the configuration of permanent expatriate and support staff, since they were ready to start an operation of a new unit. For the Brazilian company, the international maturation occurred in the learning of returnees (to improve policies and practices to retain these employees) and receiving impatriates. Regarding the internationalization, Plástico has a global approach with meta-national perspective while, on the other hand, Elétrica has a multinational structure, aiming to be a global corporation with some areas globally structured. The expatriation has a dynamic character, partially because of the international movement rapidly changing, influencing companies in a fluid way that sometimes even the companies do not perceive their changes. The amount of expatriation, in the current concept - employee sent by a company to live and work in another country for two or more years (CALIGIURI, 2000) - decreases as the company internationally matures. The existing literature on this topic is limited and do not consider the dynamics of the process. In the current global scenario, the number of people born in a particular country and created or literate in another increases, setting a new generation of employees: those who are already formed by different cultures and do not belong to a single country or a single culture. These employees are citizens of the world even before entering the organizations, leaving these organizations to rethink the concept of expatriate.
Domingues, Carlos Roberto. "Políticas de carreiras para o gestor internacional: um estudo em empresas brasileiras internacionalizadas." reponame:Repositório Institucional do FGV, 2011. http://hdl.handle.net/10438/8168.
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The objective of this research was identifying which international manager career policies are designed by Brazilian companies and how external and internal factors influence policy designs and which outcomes are achieved. The contextual aspects show Brazil’s economy as an emergent economy, with social and economic indicators in growth which provides an environment for different types of business expansion. The internationalization has been stimulated by Brazilian government and the opportunities arising in the international scenario are levers to the internationalization process of the companies of distinct industries and sizes. So, they demand professionals with capabilities and skills to act and manage an international operation. For theoretical and empirical basis, multinationals companies’ internationalization researches with the economic and strategic approaches were consulted. Also, the researches about international management and change and adjust needed in the structures, activities and controls to perform whole the process of internationalization. In the specific way, it was studied how the Human Resources Management must be structured to attend, through its policies and practices, the companies’ expectations and strategies. The career studies helped to portrait the changes occurred in the work environment and in the individual life expectation as well as to present different models and approaches about career’s types and management. The qualitative approach was chosen and the semi structured interviews and documental analyses were used to collect empirical data. The Human Resources managers of six Brazilian companies collaborated with this research. To help the analysis of collected data, the six companies were divided into three groups: i) the company’s internationalization occurred past ten years or more; ii) the company’s internationalization occurred between ten and five years; and iii) the company’s internationalization occurred at least five years. Observing this criteria, there were choose six companies, two for each group, those that best illustrated or emphasized his group of internationalization, using the sample for a typical case, which seeks to illustrate or highlight what is typical, normal on the average. The resulting research points that the time of internationalization highlights the differences between companies, but he does not explain them all. Some external and internal factors impact on the definitions of policies for managing international career. They are: the level of maturity and competitive markets in which companies operate; the small number of professionals trained to act as international managers in the human resources market; the small number of consultants able to work the issue; the specificity of international profile of the manager; the constant pressure on the international manager; the non linear demand for the position; and organizational culture. Besides these, there is the trust factor, represented both in a moral but also the expectation of completing the work and the decisions that the manager shall, as a representative of the company and its values. In the Group I, the policies for managing international career maturity are the result of the operation of business and the seniority of their HR professionals. Already in the Group II, the design of political career is based on the national operation, enterprise owners and their confidence in the HR field. In companies of the group III, are also characterized by the entrepreneurial spirit of its owners, by its less rigid hierarchical and functional structure, which leads them to have no political career as clear and therefore send their professionals to the outside without much training. In all cases, the level of satisfaction with the outcome is good, however there were concerns expressed and interest in improving the processes. HR professionals are aware that changes will happen before these processes are stabilized. And finally, the recognition by the results is felt at all levels of the organizations, even in the Group III. This satisfaction is measured by the discourse of the owners based on the results obtained so far by international managers.
Esta pesquisa teve como objetivo identificar quais são as políticas para a carreira de gestor internacional delineadas por empresas brasileiras, como fatores externos e internos influenciam no desenho destas políticas e quais os resultados alcançados. O contexto escolhido deveu-se ao fato de que o Brasil tornou-se uma economia emergente, com indicadores sociais e econômicos em crescimento, o que propicia um ambiente de expansão para diferentes tipos de negócios. A internacionalização tem sido estimulada pelo governo brasileiro e as oportunidades que surgem no cenário internacional são alavancas para o processo de internacionalização das empresas de setores e portes distintos. Assim, elas passam a demandar de profissionais capacitados para atuar e gerir a operação internacional. Como base teórico-empírica de referência foram consultados estudos sobre a internacionalização das empresas sob o ponto de vista dos modelos econômicos e de estratégia. Também foram analisados os estudos sobre as mudanças e adequações necessárias à gestão das empresas, de suas estruturas, processos e controles dentro do processo de internacionalização. E, de forma mais específica, foi abordado como a área de Recursos Humanos deve se estruturar para atender às expectativas e estratégias delineadas pelas empresas por meio de suas políticas e práticas. Os estudos sobre carreira foram utilizados para retratar as mudanças ocorridas no ambiente de trabalho e na expectativa de vida dos indivíduos, bem como para apresentar os diferentes modelos e abordagens sobre os tipos de carreira e sua gestão. A abordagem de pesquisa utilizada foi a qualitativa, com a entrevista semi-estruturada e a análise documental como instrumentos de coleta de dados. Participaram deste trabalho os responsáveis pela área de Recursos Humanos de seis empresas brasileiras. Para a análise dos dados obtidos, as empresas foram divididas em três grupos: i) internacionalizadas há mais de dez anos; ii) internacionalizadas entre dez e cinco anos; iii) internacionalizadas há menos de cinco anos. Das empresas que preencheram o critério de participação, foram escolhidas duas de cada grupo, sendo aquelas que melhor ilustravam ou realçavam o seu grupo de internacionalização, utilizando a amostra por Caso Típico, que busca ilustrar ou realçar o que é típico, normal, relativo à média. Como resultado de pesquisa foi observado que o tempo de internacionalização ressalta as diferenças entre as empresas, porém ele não as explica no todo. E que alguns os fatores externos e internos são considerados pelas áreas de RH como impactantes nas definições das políticas de carreira de gestor internacional. São eles: os níveis de maturidade e competitividade dos mercados em que as empresas atuam; o número de profissionais com formação para atuar como gestores internacionais que estão no mercado de recursos humanos; o número reduzido de consultorias aptas a trabalhar o assunto; a especificidade do perfil do gestor internacional; a constante pressão sobre o ocupante do cargo; a demanda não linear para o cargo; e a cultura da organização. Além destes, destaca-se o fator confiança, representado tanto no sentido moral como também expectativa da realização dos trabalhos e nas decisões que o gestor tomará, como representante da empresa e seus valores. Nas empresas do Grupo I, as políticas para carreira de gestor internacional são resultantes da maturidade da operação das empresas e da senioridade de seus profissionais de RH. Já nas empresas do Grupo II, o desenho de políticas de carreira tem por base a operação nacional, o espírito empreendedor de seus donos e a confiança depositada na área de RH. Nas empresas do grupo III, também se caracterizam pelo espírito empreendedor de seus donos, por suas estruturas hierárquicas e funcionais mais frouxas, o que as leva a não ter políticas de carreiras tão claras e, portanto, enviam seus profissionais para o exterior sem muita formação. Em todos os casos, o nível de satisfação com os resultados é bom, entretanto foram manifestadas apreensões e interesse em melhorar os processos. Os profissionais de RH estão cientes que mudanças acontecerão antes que estes processos sejam estabilizados. E finalmente, o reconhecimento pelos resultados é sentido em todos os níveis da organização, mesmo nas empresas do Grupo III. Esta satisfação é medida pelo discurso dos donos com base nos resultados até então obtidos pelos gestores internacionais.