"Emerging multinational enterprises (or EMNEs) have made a huge impact on the international business stage by internationalising at a rapid rate. And they have performed remarkably well in both developing and developed countries. Accordingly, there is a growing strand of literature on how EMNEs manage their international human resource (IHRM) practices in different international contexts. However, the majority of the literature on IHRM practices of EMNEs is limited to explaining what international management practices EMNEs implement in their foreign subsidiaries and how they implement them. Too often, EMNEs struggle to transfer their weak management practices across national borders as they have limited experience, resources and capabilities when compared to MNEs from developed countries. Developing a better understanding on the manner in which EMNEs adopt their international human resource management and development practices abroad is, therefore, paramount to fully understand their globalisation-related behaviours. This dedicated book will aim to provide a holistic picture and contemporary insights on IHRM in emerging multinational enterprises. It will be of interest to researchers, academics and students in the fields of business and management, especially those with a particular interest in human resource management, firm internationalisation and emerging markets"--
Emerging multinational enterprises (or EMNEs) have made a huge impact on the international business stage by internationalising at a rapid rate.
| About the Authors |
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1 Introduction to International Human Resource Management and Development in Emerging Market Multinationals |
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1 | (13) |
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2 Home and Host Country Influence on the International Adaptation of HRM in Subsidiaries of EMNEs in Advanced Economies: A Literature Review and Future Research Agenda |
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14 | (18) |
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3 HRM Policies and Practices in Emerging Market Multinationals: A Contextual Analysis |
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32 | (25) |
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4 International HRM Practices of Russian MNEs |
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57 | (20) |
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5 How Do Thai MNEs Overcome Two Types of Liabilities through People Management? |
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77 | (30) |
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6 Nesting Ambidexterity Strategies to Buffer Institutional Voids: The Case of Colombian EMNEs |
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107 | (21) |
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Claudia Patricia Velez-Zapata |
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7 Management Philosophies and Knowledge Transfer in China-Africa Partnerships |
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128 | (21) |
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8 More than Knowledge Seeking: A Cooperation-seeking Motive for Innovation in MNEs |
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149 | (24) |
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9 The Evolution of Knowledge Transfer in Mexico, from Physical to Virtual Spaces |
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173 | (19) |
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10 Grasping the Concept of Wasta and Its Place in HRM in the Middle East (ME) |
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192 | (20) |
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11 The Emiratization Policy in Abu Dhabi National Oil Company (ADNOC) |
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212 | (21) |
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12 Global Mobility in the Asia-Pacific Region and Role of Talent Management and International HRM |
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233 | (16) |
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13 HRM Practices of Sub-Saharan African MNEs: Following the Best Practice Western MNE HRM Model? |
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249 | (16) |
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14 Indonesian Based MNEs: Local or Global HRM Focus? |
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265 | (15) |
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15 The Uncharted Link between CSR and HRM in Emerging Market Economies: The Cases of Bangladesh, India and China |
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280 | (18) |
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16 Diffusing Best Practices in IHRM: A Qualitative Case Study Analysis of a Mauritian Multinational |
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298 | (16) |
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17 Emerging Multi-National Enterprise (EMNE)'s Approaches and Challenges for the Management of Human Resources in BRICs Countries |
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314 | (16) |
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| Index |
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330 | |
Paresha Sinha is Associate Professor in the School of Management and Marketing, Waikato Management School, University of Waikato, New Zealand.
Parth Patel is Senior Lecturer in Management at the Australian Institute of Business in Adelaide, Australia.
Verma Prikshat is Senior Lecturer in Human Resource Management at Cardiff School of Management at Cardiff Metropolitan University, United Kingdom.
