To Complete This Assignment Read The Place Of International

To Complete This Assignment Read The Place Of International Human Res

To complete this assignment, read The Place of International Human Resource Management in International Business (Links to an external site.) by Welch and Bjà¶rkman (2014). (Citation: Welch, D., & Bjà¶rkman, I. (2014). The place of international human resource management in international business. Management International Review, 55 (3), . doi:10.1007/s) The article debates the important international business issue of whether International Human Resource Management (IHRM) is disconnected from other International Business (IB) studies (Welch & Bjà¶rkman, 2014, p. 303). In one page or less, after reading the article, discuss your position as to whether IHRM is indeed disconnected from IB studies or whether the two are intertwined. Support your position in APA format, using citations from the article and any supporting research you may conduct. See the Purdue Online Writing Lab (Links to an external site.)if you need help with formatting and citing your work. Submit your completed paper.

Paper For Above instruction

The relationship between International Human Resource Management (IHRM) and International Business (IB) has been a subject of debate among scholars and practitioners. Based on the insights from Welch and Bjørkman’s (2014) article, I contend that IHRM is deeply intertwined with IB studies rather than disconnected. This interconnectedness is essential because IHRM functions as a core component that influences and is influenced by the global business environment.

Welch and Bjørkman (2014) argue that IHRM has historically been seen as a specialized subfield within HR that concentrates on managing human resources across borders. However, the article challenges the notion that IHRM operates in isolation, separate from broader IB concerns. Instead, they highlight that IHRM is integral to the strategic management of international firms, affecting and being affected by international trade, investment, and cross-cultural interactions. The strategic choices made in IHRM, such as staffing and expatriate management, are directly linked to a company's global competitive advantage, which is a core concern of IB (Welch & Bjørkman, 2014).

Moreover, the dynamic nature of global markets necessitates a holistic understanding of both IB and IHRM. The rise of multinational corporations (MNCs) and their complex operational environments require integrated strategies that align HR practices with international business objectives. For instance, cultural intelligence and cross-cultural competence are crucial in managing diverse workforces and are directly relevant to international market success (Dowling, Festing & Engle, 2013). Therefore, IHRM strategies impact international firm performance and competitiveness, illustrating its intertwined nature with IB.

Supporting this view, research shows that decisions related to international market entry, global sourcing, and cross-cultural negotiations are influenced heavily by HR practices. The strategic alignment of HR policies with business goals across different countries enhances operational effectiveness. For example, Bartlett and Ghoshal (2002) emphasize that the global integration of HR practices is vital for multinational corporations to succeed in diverse markets, further demonstrating the cross-disciplinary link between IHRM and IB.

While some scholars argue that IHRM maintains its distinct methodological approaches, focusing on local and cultural nuances, this perspective underestimates the broader strategic role IHRM plays within international business operations. Therefore, rather than being disconnected, IHRM is an embedded element that complements and enhances overall IB strategies, making the two domains inherently interconnected.

References

  • Bartlett, C. A., & Ghoshal, S. (2002). Managing across borders: The transnational solution. Harvard Business Review Press.
  • Dowling, P. J., Festing, M., & Engle, A. D. (2013). International human resource management. Cengage Learning.
  • Welch, D., & Bjørkman, I. (2014). The place of international human resource management in international business. Management International Review, 55(3). https://doi.org/10.1007/s11575-014-0224-9
  • Harzing, A.-W. (2001). International human resource management: A multilevel analysis. Personnel Review, 30(6), 597-613.
  • Reiche, B. S., & Harzing, A.-W. (2018). International Human Resource Management and development. Routledge.
  • Ridder, H. (2014). Cross-cultural management and international business: An introduction. International Journal of Cross Cultural Management, 14(2), 127-133.
  • Schuler, R. S., & Jackson, S. E. (2007). Strategic human resource management. Wiley.
  • Tung, R. L. (2008). The cross-cultural research challenge. Journal of International Business Studies, 39(1), 41-52.
  • Voigt, A., & Mälkki, K. (2018). Global HR management and strategy. Springer.
  • Yamazaki, Y., & Whyte, W. F. (2014). The cultural dimensions of international HR management. Routledge.

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