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Managing Human Resources in the International Firm: Lessons From Practice

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Human Resource Management in International Firms

Abstract

No less than twenty years ago, the international operations of most companies were largely export activities of ethnocentric organizations. Expatriate assignments spelt career doom, distancing the exile from the headquarter politics of a successful career. Surveys in the mid-70s of Fortune 100 companies revealed that 90% of top executives had no foreign experience. There were of course a few exceptions, notably the corporations that were transnational by origin like Shell and Unilever, and firms with most of their turnover outside the smaller mother country. How many consumers realize that Nestlé is in fact a Swiss firm, though only 2% of its sales and 4% of its employees are Swiss-based?

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Authors

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Paul Evans (Professor of Organizational Behavior at INSEAD)Yves Doz (Professor of Business Policy at INSEAD)André Laurent (Professor of Organizational Behavior at INSEAD)

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© 1990 Paul Evans, Yves Doz and André Laurent

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Evans, P., Lank, E., Farquhar, A. (1990). Managing Human Resources in the International Firm: Lessons From Practice. In: Evans, P., Doz, Y., Laurent, A. (eds) Human Resource Management in International Firms. Palgrave Macmillan, London. https://doi.org/10.1007/978-1-349-11255-5_7

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