Determinants of International Human Resource Management Approaches and Activities: A Suggested Framework*

Abstract

ABSTRACT The following article reports on the results of a qualitative, comparative case study of the management of expatriates by four Australian companies. International Human Resource Management (IHRM) is a field in its infancy and the study aims to contribute to theory‐building by examining the IHRM activities of selection, predeparture training, compensation and repatriation in the context of the organization in which these activities take place. The purpose was to extend our understanding of IHRM beyond the descriptive studies of earlier research, though existing knowledge in the area was the starting point. Thus, while the initial focus of the investigation was on the IHRM activities, the use of an exploratory qualitative methodological approach allowed the examination of the process of expatriate management. This approach also assisted in identifying underlying relationships, patterns and trends which could be interpreted as linkages or interrelationships between IHRM activities and other organizational factors, such as stage in internationalization, type of industry, strategy and structure. It was possible to identify linkages between the four major IHRM activities, and what were defined as firm‐specific and situation‐specific variables. These linkages were then conceptualized into a suggested framework.

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