Chapter 11 - Strategic International HRM Flashcards
adaptive IHRM approach
HRM systems for foreign subsidiaries that will be consistent with the local economic, political, and legal environment
domestic strategy
Internationalizing by exporting goods abroad as a means of seeking new markets
exportive IHRM approach
Transferring home HRM systems to foreign subsidiaries without modifying or adapting to the local environment
global strategy
Introducing culturally sensitive products in chosen countries with the least amount of cost
home-country nationals (HCNs)
Individuals from the subsidiary country who know the foreign cultural environment well
integrative IHRM approach
Combining home HR practices with local practices and selecting the most qualified people for the appro-priate positions no matter where these candidates come from
multidomestic strategy
A strategy that concentrates on the development of foreign markets by selling to foreign nationals
multinational strategy
Standardizing the products and services around the world to gain efficiency
parent-country nationals (PCNs)
Individuals from head-quarters who are highly familiar with the firm’s products and services, as well as with its corporate culture
repatriation
The process of PCNs, TCNs, or even HCNs returning to their home headquarters or home subsidiaries
strategic international HR planning
Projecting global competence supply, forecasting global competence needs, and developing a blueprint to establish global competence pools within companies
strategic international HRM
Human resources management issues, functions, policies, and practices that result from the strategic activities of multi-national enterprises and that affect the international concerns and goals of those enterprises
third-country nationals (TCNs)
Individuals from a third country who have intensive international experience and know the corporate culture from previous working experience with corpo-rate branches in a third country
