Introduction to Human Resource Management
Fourth Edition
SAGE Journal Articles
Select SAGE journal articles are available to give you more insight into chapter topics. These are also an ideal resource to help support your literature reviews, dissertations and assignments.
- This article critiques Hofstede’s national culture research and challenges some of the crucial assumptions that underlie his claim to have ‘uncovered the secrets of entire national cultures’.
McSweeney, B. (2002) Hofstede’s model of national cultural differences and their consequences: A triumph of faith – a failure of analysis, Human Relations, 55 (1): 89–118.
- This article explores the assumption that national culture acts as a constraint on management practice, which the author argues is inconsistent with empirical evidence or requires further exploration and verification.
Gerhart, B. (2008) Cross-cultural management research: Assumptions, evidence and suggested directions, International Journal of Cross Cultural Management, 8 (3): 259–74.
- The following article explores the challenges of transferring HRM practices from developed to developing countries. It provides a useful account of cultural differences between the nations involved and how these shape the HRM practices and the ability of MNCs to transplant practices from one context to another, particularly where culturally distant.
Mamman, A., Baydoun, N. and Adeoye, B. (2009) Transferability of management innovation to Africa: A study of two multinational companies’ performance management systems in Nigeria, Global Business Review, 10 (1): 1–31.
- This article examines the extent to which multinational firms adapt internally consistent human resource strategies across national boundaries and the degree of local adaptation, concluding that whilst some adaptation to local context occurs, the diffusion of home-country practices is more significant.
Chew, I. K. H. and Horwitz, F. M. (2004) Human resource management strategies in practice: Case-study findings in multinational firms, Asia Pacific Journal of Human Resources, 42 (1): 32–56.
- This paper explores the challenges faced by MNCs in recruiting talent in the context of divergent cultural values. The authors suggest that employer attractiveness to potential recruits is related to the individual’s cultural fit with the cultural values of the foreign company’s country of origin.
Kim, S., Mori, I. and Rahim, A. R. A. (2018) Cultural values matter: Attractiveness of Japanese companies in Malaysia, International Journal of Cross Cultural Management, 18 (1): 87–103.
- This cross-country comparative study explores the processes for staff promotion in four professional services firms in four countries: UK, Canada, Spain and France. In particular, it explores how national differences impact on this process and the extent to which global approaches to promotion have developed that transcend borders.
Spence, C., Dambrin, C., Carter, C., Husillos, J. and Archel, P. (2015) Global ends, local means: Cross-national homogeneity in professional service firms, Human Relations, 68 (5): 765–788.