Human Resource Management across Time and Context: Comparative Research and Global Trends in HRM
  • Emma Parry
  • Eleni Stavrou
  • Mila Lazarova


Increased foreign direct investment across the world and the trend for operating across national borders mean that organizations are now expanding into a variety of geographical locations. In this context, managing human resources has become increasingly dynamic and complex. Employers have to deal with the demands of managing people in different national settings and to understand the context in which they are operating by developing human resource management policies and practices that are appropriate for their specific location (Brewster, Mayrhofer & Morley, 2004). To this respect, multinational enterprises (MNEs) and their subsidiaries must seek a balance between the implementation of HRM practices that conform to the legitimate expectations and requirements of their host environment and the pursuit of more distinctive practices in their foreign subsidiaries based on those employed at home or best practices learned from other sources (Gunnigle et al., 2001).


Corporate Social Responsibility Foreign Direct Investment Human Resource Management Corporate Social Responsibility Practice Human Resource Management Practice 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. Arthur, J. & Boyles, T. 2007. ‘Validating the human resource system structure: A levels-based strategic HRM framework’. Human Resource Management Review, 17: 77–92.CrossRefGoogle Scholar
  2. Brewster, C. 1995. ‘Towards a “European” model of human resource management’. Journal of International Business Studies, 26: 1–21.CrossRefGoogle Scholar
  3. Brewster, C., Mayrhofer, W. & Morley, M. 2004. Human Resource Management in Europe: Evidence of Convergence? London: Butterworth Heinemann.Google Scholar
  4. Cushner, K. & Brislin, R.W. 1996. Intercultural Interactions: A Practical Guide (2ndedn). Thousand Oaks, CA: Sage Publications.Google Scholar
  5. Gooderham, P.N. & Nordhaug, O. 2011. ‘One European model of HRM? Cranet empirical contributions’. Human Resource Management Review, 21 (1): 27–36.CrossRefGoogle Scholar
  6. Gunnigle, P., Murphy, K., Cleveland, J., Heraty, N. & Morley, M. 2001. ‘Human resource management practices of US-owned multinational corporations in Europe: Standardization vs. localisation’. Advances in International Management, 14: 259–84.Google Scholar
  7. Kabst, R. & Werner, M. 2011. ‘Methodology’. In Cranet Survey on Comparative Human Resource Management: International Executive Report 2011.
  8. Kumar, N., Stern, L. & Anderson, J. 1993. ‘Conducting inter-organizational research using key informants’. Academy of Management Journal, 36 (6): 1633–51.CrossRefGoogle Scholar
  9. Stavrou, E., Brewster, C. & Charalambous, C. 2010. ‘Human resource management and organizational performance in Europe through the lens of business systems: Best fit, best practice or both?’ International Journal of Human Resource Management, 21 (7): 933–62.CrossRefGoogle Scholar

Copyright information

© Emma Parry, Eleni Stavrou and Mila Lazarova 2013

Authors and Affiliations

  • Emma Parry
  • Eleni Stavrou
  • Mila Lazarova

There are no affiliations available

Personalised recommendations