Strategic International Human Resource Management: an Analysis of the Relationship between International Strategic Positioning and the Degree of Integrated Strategic Human Resource Management

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In Strategic International Human Resource Management (SIHRM), the human resource function is actively involved in the strategic activities of the firm. While the idea holds promise as a useful response to global competition, previous research has provided limited supporting empirical evidence. Specifically, few studies have sought to equate certain outcomes with the degree of SIHRM practiced across various types of international firms. By separating firms into categories such as multidomestic, global, and hybrid, and by classifying SIHRM according to the degree of integration with strategic planning, a clearer picture could emerge as to the relationship between firm and SIHRMtype. To … continued below

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vii, 163 leaves : ill.

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Steingruber, William G. (William George) August 1996.

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  • Steingruber, William G. (William George)

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In Strategic International Human Resource Management (SIHRM), the human resource function is actively involved in the strategic activities of the firm. While the idea holds promise as a useful response to global competition, previous research has provided limited supporting empirical evidence. Specifically, few studies have sought to equate certain outcomes with the degree of SIHRM practiced across various types of international firms. By separating firms into categories such as multidomestic, global, and hybrid, and by classifying SIHRM according to the degree of integration with strategic planning, a clearer picture could emerge as to the relationship between firm and SIHRMtype. To that end, top strategic executives, such as CEOs, and top HRM executives from eighty four U.S. based firms were surveyed regarding their firm type, the degree of SIHRM practiced, and certain outcomes such as amount of expatriate training and expatriate failure. Additionally, financial results were obtained to determine performance of various firms. Results indicated that while many companies choose a highly integrated formof SIHRM, there is no significant relationship between firm type and SIHRMtype. Additionally, there was no association detected between SIHRMtype and expatriate training and expatriate failure. Finally, there was no significant difference infinancialperformance between firms with the most integrated type of SIHRMand firms with less integrated versions. Interestingly, the HRMprofessionals were more likely to equate their firms with the most integrated types of SIHRMthan were other managers. This may mean that the relationship between HRM and strategic planning is often one of perception. A model of the relationships between SIHRM, firm type, HRM activities, and outcomes is proposed, along with suggestions for future research and limitations of the study.

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vii, 163 leaves : ill.

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  • August 1996

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Thumbnail image of item number 1 in: 'Strategic International Human Resource Management: an Analysis of the Relationship between International Strategic Positioning and the Degree of Integrated Strategic Human Resource Management'.
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Steingruber, 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, dissertation, August 1996; Denton, Texas. (https://digital.library.unt.edu/ark:/67531/metadc278946/: accessed May 27, 2024), University of North Texas Libraries, UNT Digital Library, https://digital.library.unt.edu; .

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