Description
Things to read before the actual stuff.
Globalization has had a profound effect on organizations and HR functions. The literature on global HRM addresses two key areas—first, how talent can be managed effectively in an organization which operates across the world and, second, what HR practices will create and sustain value given the unique requirements or restrictions of various regions or countries. The readings explore various frameworks for HR addressing these underlying two questions. Scholars of international HRM highlight the importance of talent management for sustaining a global competitive advantage. Some authors have focused on unique differences across regions, which effect external constraints on strategic practices, while other models suggest organizations capitalize on cross-border alliances. As you explore the literature, consider the issues and assumptions which might further the development of conceptual models of strategic HR practice in a global context.
Course Name: Strategic Thinking for Effective Human Resource Management
Topic: Knowledge Management and Comparative Strategic HR Systems in a Global Environment
Question: Prepare an academic presentation (a 5–7 page paper) that presents an analysis and synthesis of prior research on the major topic. The 5–7 page academic paper in APA format will be an open-ended introduction to explaining how the assigned topic can be modeled and implemented in organizational settings. Your goal as the presenter is to persuasively impress that the specific concepts and processes you have reviewed are exciting research avenues and that they are potentially breakthrough areas for advancing the understanding of strategic thinking for effective HRM.
Your paper should contain the following elements:
• An incorporation and analysis of at least ten of the required and optional resources for this pair of weeks;
• An identification of principal schools of thought, tendencies in the academic literature, or commonalities that define the academic scholarship regarding your topic;
• An evaluation of the main concepts with a focus on their application to management practice and their impact on positive social change;
• Direct evidence of addressing the Learning Outcomes from this pair of weeks.
Resources.
• Ardichvili, A., & Won Yoon, S. (2009). Designing integrative knowledge management systems: Theoretical considerations and practical applications. Advances in Developing Human Resources, 11(3), 307–319. Retrieved from SAGE Premier 2010 database.
This article considers issues of alignment between strategic and operational processes and organizational learning and KM solutions. The authors argue that the alignment is the key to sustained competitive advantage. The authors propose an approach to the design of integrative learning and KM systems with implications for HRM.
• Kongpichayanond, P. (2009). Knowledge management for sustained competitive advantage in mergers and acquisitions. Advances in Developing Human Resources, 11(3), 375–387. Retrieved from SAGE Premier 2010 database.
The authors argue that successful mergers and acquisitions are better achieved by focusing on KM in addition to business strategic and financial issues. The relationship between KM and mergers and acquisitions is developed. Also the role of KM in sustaining a competitive advantage during post-merger is discussed.
• Schuler, R. S., Jackson, S. E., Tarique, I. (2011). Global talent management and global talent challenges: Strategic opportunities for IHRM, Journal of World Business, 2–11. Retrieved from ScienceDirect database.
This article addresses the strategic opportunities of international human resource management with a particular focus on the management of talent. The authors review the literature on global talent management and challenges including shortages, surpluses, and compensation of key talent as strategic opportunities.
• Schuler, R. S., & Tarique, I. (2010). Global talent management: Literature review, integrative framework, and suggestions for further research. Journal of World Business, 45(2), 122–133. Retrieved from ScienceDirect database.
The authors of this article focus on the challenges of global talent management, including managing across generations. The authors review the literature and set forth an integrative framework for further research in global talent management and IHRM activities to address key HR staffing challenges.
Comparative Strategic HR Systems in Global Economy
• Døving, E., & Nordhaug, O. (2010). Investing in human resource planning: An international study. Management Revue, 21(3), 292–307. Retrieved from Business Source Complete database.
This article provides results from a comprehensive empirical study of HR planning practices involving data at 3,877 organizations in 21 countries. The results show that a larger HRM department is a significant factor in HR planning and the organization's use of competence needs analyses.
• Kim, S., Wright, P. M., & Su, Z. (2010). Human resource management and firm performance in China: A critical review. Asia Pacific Journal of Human Resources, 48(1), 58–85. Retrieved from SAGE Premier 2010 database.
This article explores the current research on strategic HRM research in China and provides recommendations for future research. This study provides a comprehensive review of two decades of research in major academic journals in both English and Chinese, which has analyzed the relationship between human resource management and organization performance. The authors demonstrate that China-based studies have extended previous models.
• Schuler, R. S., & Tarique, I. (2007). International human resource management: A North American perspective, a thematic update and suggestions for future research. International Journal of Human Resource Management, 18(5), 717–744. Retrieved from Business Source Alumni Edition database.
This paper reviews the literature and theoretical developments in International HRM, emphasizing cross-border alliances (CBA). A thematic framework of IRHM is set forth incorporating five thematic areas within the existing literature: strategic MNE components; exogenous factors; endogenous factors; IHRM issues, functions, policies, and practices; and MNE effectiveness. A form of the CBA, the international joint venture (IJV) is explored in depth. Areas for future research are considered.
• Tarique, I., & Schuler, R. (2008). Emerging issues and challenges in global staffing: A North American perspective. International Journal of Human Resource Management, 19(8), 1397–1415. Retrieved from Business Source Alumni Edition database.
The article focuses on how multinational enterprises (MNE) engaged in staffing have selection and career management issues. The authors emphasize the value of HR strategies in gaining a competitive advantage in a global economy.
Optional Resources
Knowledge Management in Support of Organizational and HR Strategy
Text
• Becker, B. E., Huselid, M. A., & Beatty, R. W. (2009). The differentiated workforce: Transforming talent into strategic impact. Boston, MA: Harvard Business School Publishing.
• Boudreau, J. W., & Ramstad, P. M. (2009). Beyond HR: Extending the paradigm through a talent decision science. In J. Storey, D. Ulrich, & P. Wright (Eds.), Routledge companion to strategic human resource management (pp. 17–39). London, UK: Routledge.
Articles
• Brewer, P. D., & Brewer, K. L. (2010). Knowledge management, human resource management, and higher education: A theoretical model. Journal of Education for Business, 85(6), 330--335. Retrieved from Business Source Complete database.
• Cabrera, E. F., & Cabrera, A. (2005). Fostering knowledge sharing through people management practices. International Journal of Human Resource Management, 16(5), 720–735. Retrieved from Business Source Complete database.
• Chen, C. J., & Huang, J. W. (2009). Strategic human resource practices and innovation performance—The mediating role of knowledge management capacity. Journal of Business Research, 62(1), 104–114. Retrieved from ScienceDirect database.
• Hatch, N. W., Dyer, J. H. (2004). Human capital and learning as a source of sustainable competitive advantage. Strategic Management Journal, 25(12), 1155–1178. Retrieved from Business Source Complete database.
Comparative Strategic HR Systems in Global Economy
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• Bjorkman, I., & Stahl, G. K. (2006). International human resource management research: An introduction to the field. In G. K. Stahl & I. Bjorkman (Eds.), Handbook of research in international human resource management (pp. 1–14). Northampton, MA: Edward Elgar Publishing Limited.
• Cieri, H. D., & Dowling, P. (2006). Strategic international HRM in multinational enterprises: Developments and directions. In G.K. Stahl & I. Bjorkman (Eds.), Handbook of research in international human resource management (pp. 15–35). Northampton, MA: Edward Elgar Publishing Limited.
• Peltonen, T. (2006). Critical theoretical perspectives on international HRM. In G.K. Stahl & I. Bjorkman (Eds.), Handbook of research in international human resource management (pp. 523–535). Northampton, MA: Edward Elgar Publishing Limited.
Articles
• Chao, M., Chou, P., Han, J., & Wright, P. M. (2006). The HR competencies-HR effectiveness link: A study in Taiwanese high-tech companies. Human Resource Management, 45(3), 391–406.
• Eyring, A. R. (2008). Executing growth strategies in China: Perspectives on people and organization. Human Resource Planning, 31(1), 16–18. Retrieved from Business Source Complete database.
• Takeuchi, R., Lepak, D. P., Wang, H., & Takeuchi, K. (2007). An empirical examination of the mechanisms mediating between high-performance work systems and the performance of Japanese organizations. Journal of Applied Psychology, 92(4), 1069–1083. Retrieved from Business Source Complete database.
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