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"International Human Resource Management, 7th
Edition" by Peter J. Dowling, Marion Festing, and Allen
D. Engle Sr. stands as a seminal work in the field of
global human resource management, representing a
comprehensive synthesis of theoretical frameworks,
practical applications, and contemporary challenges
facing multinational enterprises (MNEs) in managing
their global workforce. The textbook aims to describe
the international human resource management
functions existing in every organization from a very
practical and dynamic perspective. By incorporating
throughout the book real examples of how well-known
companies approach HR functions, the reader
focuses more on the practical application of these
functions rather than on the theories behind them.

This authoritative text emerges from the collective

expertise of three distinguished scholars who bring tri-
continental perspectives from Asia-Pacific, Europe,
and North America, ensuring a truly global approach
to understanding the complexities of international
human resource management. The book is written
primarily for MNEs, expatriates, students in Schools of
Business and any manager who is looking to
understand how to effectively manage a workforce.
The work distinguishes itself through its integration of
rigorous academic research with practical insights
drawn from real-world multinational operations,
making it an indispensable resource for both
academic study and professional practice.

The foundational premise of the textbook rests on the

recognition that managing human resources across
national boundaries involves complexities far beyond
those encountered in domestic operations. The
authors systematically explore how cultural, legal,
economic, and institutional differences between
countries create unique challenges and opportunities
for international HR practitioners. The book's goal is to
investigate the effects that internationalization is
having on HRM practices and regulations.
Theoretical Foundations and Conceptual Framework

Defining International Human Resource Management

The book provides an overview of the emerging field of

international HRM, defining key terms in international
human resource management (IHRM) and considering
several definitions, introducing the historically
significant issue of expatriate assignment
management. The authors establish IHRM as a
distinct discipline that encompasses all human
resource management activities undertaken by
multinational enterprises as they operate across
different national contexts.

The text differentiates between domestic and

international HRM by identifying three key dimensions
that add complexity to international operations: the
broader range of HR activities required, the increased
involvement in employees' personal lives, and the
greater exposure to external environmental factors.
These dimensions collectively create what the authors
term the "international dimension" of human resource
management, which requires specialized knowledge,
skills, and approaches distinct from domestic HR
practices.
Variables Moderating International HRM Complexity

The authors identify several critical variables that

moderate the differences between domestic and
international HRM:

Cultural Environment Factors The cultural context

represents perhaps the most significant challenge in
international HRM. Chapter 2 addresses conducting a
systematic assessment of international HRM
decisions and summarizes ideas about the cultural
context and gives examples of environmental
differences that could lead to problems when MNEs
attempt to introduce worldwide-standardized HRM
practices. The text explores how national cultures
influence employee expectations, motivation
patterns, leadership styles, and organizational
behavior, requiring HR professionals to adapt their
approaches accordingly.

Industry Type Considerations Different industries

face varying degrees of international complexity.
Manufacturing industries may require extensive
technology transfer and standardized processes,
while service industries often demand greater local
adaptation. The authors examine how industry
characteristics influence international HRM strategies
and practices.

Market Dependence Factors The extent to which

MNEs rely on their home-country domestic market
affects their approach to international operations.
Companies with strong domestic bases may adopt
different internationalization strategies compared to
firms that are inherently global in orientation.

Senior Management Attitudes The attitudes and

international experience of senior management
significantly influence how organizations approach
international HRM. Ethnocentric, polycentric, and
geocentric orientations lead to different staffing
strategies, organizational structures, and HR
practices.
Comprehensive Chapter Analysis

Chapter 1: Introduction to International HRM

Chapter 1 provides an overview of the emerging field

of international HRM, defining key terms and
introducing the historically significant issue of
expatriate assignment management. This
foundational chapter establishes the scope and
complexity of international HRM by examining how
multinational operations differ from domestic
operations. The authors introduce their conceptual
framework for understanding international HRM and
establish the key themes that will be developed
throughout the text.

The chapter explores the evolution of international

business and the corresponding development of
international HRM as a distinct field of study and
practice. Historical trends in multinational enterprise
development are analyzed, showing how changing
global economic conditions have shaped international
HRM practices. The authors provide statistical
context, noting that when the first edition was
published in 1990, transnational corporations
employed 24 million workers, a figure that has grown
dramatically to over 62 million workers worldwide.
Chapter 2: The Cultural Context of IHRM

Chapter 2 addresses conducting a systematic

assessment of international HRM decisions and
summarizes ideas about the cultural context and
gives examples of environmental differences that
could lead to problems when MNEs attempt to
introduce worldwide-standardized HRM practices.
This chapter provides comprehensive coverage of
cultural theories and their applications to
international HRM.

The authors examine major cultural frameworks,

including Hofstede's cultural dimensions,
Trompenaars' cultural orientations, and the GLOBE
study findings. These frameworks are applied to
specific HR practices, showing how cultural
differences affect recruitment and selection
processes, performance management systems,
compensation philosophies, and employee relations
approaches.

Case studies and examples illustrate how cultural

misunderstanding can lead to failed international HR
initiatives, while successful examples demonstrate
how cultural intelligence can be leveraged to create
effective international HR strategies. The chapter
emphasizes the importance of cultural assessment
and adaptation in international HRM decision-making.
Chapter 3: The Organizational Context

Chapter 3 explains the pressures that globalization

places on management and the variables that affect
how managers of global companies handle
standardization versus localization decisions. This
chapter examines the organizational factors that
influence international HRM strategies and practices.

The authors explore the tension between

standardization and localization of HRM practices,
identifying factors that drive each approach.
Standardization drivers include economies of scale,
consistency of corporate culture, and knowledge
transfer efficiency. Localization drivers include legal
requirements, cultural preferences, and local market
conditions.

The chapter analyzes different organizational

structures used by MNEs, including international
divisions, global product structures, geographic area
structures, and matrix organizations. Each structure
creates different challenges and opportunities for
international HRM, affecting reporting relationships,
communication patterns, and career development
paths.
Chapter 4: IHRM in Cross-Border Mergers and Acquisitions

Cross-border M&As have seen tremendous growth in

the course of globalization. This chapter addresses
one of the most complex challenges in international
HRM: managing human resources during cross-border
mergers and acquisitions. The authors examine the
unique HR challenges that arise when organizations
from different countries combine operations.

The chapter covers due diligence processes from an

HR perspective, cultural integration challenges,
retention of key talent, harmonization of
compensation and benefits systems, and
communication strategies for diverse stakeholder
groups. Case studies illustrate both successful and
unsuccessful cross-border M&A integration efforts,
highlighting the critical role of HR leadership in
determining outcomes.

Special attention is given to the challenges facing

small and medium-sized enterprises (SMEs) engaged
in cross-border M&As, recognizing that these
organizations often lack the international HR expertise
of larger MNEs but face similar integration challenges.
Chapter 5: Sourcing Human Resources for Global Markets

Chapter 5 examines the various approaches taken to

staffing international operations. This comprehensive
chapter explores the strategic and operational
aspects of international staffing, examining different
approaches to filling positions in international
operations.

The authors analyze four primary staffing approaches:

Ethnocentric Approach This approach involves
staffing key positions with parent-country nationals,
providing maximum control and ensuring corporate
culture transfer. The chapter examines the
advantages of cultural compatibility and
communication ease, while also addressing the
disadvantages of high costs, limited local market
knowledge, and potential for host-country
resentment.

Polycentric Approach Under this approach, each

subsidiary is treated as a distinct national entity, with
host-country nationals filling most positions. The
authors explore how this approach reduces costs and
improves local responsiveness but may limit career
development opportunities and create coordination
challenges.

Regiocentric Approach This approach reflects the

organization's geographic structure, with talent drawn
from within specific regions. The chapter examines
how this approach balances global integration with
regional responsiveness.
Geocentric Approach The geocentric approach seeks
the best qualified individuals regardless of nationality.
The authors analyze how this approach maximizes
talent utilization while creating significant complexity
in terms of coordination and development.

The chapter also addresses emerging trends in

international staffing, including the rise of short-term
assignments, commuter assignments, and virtual
teams as alternatives to traditional long-term
expatriate assignments.
Chapter 6: International Performance Management

This chapter examines the complexities of managing

performance across different cultural and
organizational contexts. The authors explore how
performance management systems must be adapted
to accommodate different cultural expectations about
feedback, goal-setting, and performance evaluation.

The chapter addresses technical, contextual, and

cultural challenges in international performance
management. Technical challenges include
determining appropriate performance metrics for
international operations and ensuring data
consistency across different locations. Contextual
challenges involve adapting performance standards to
local market conditions and competitive
environments. Cultural challenges encompass
differences in communication styles, attitudes toward
hierarchy, and approaches to conflict resolution.

The authors provide frameworks for designing

performance management systems that balance
global consistency with local adaptation. Case
studies illustrate successful approaches to
international performance management and highlight
common pitfalls to avoid.
Chapter 7: Training, Development, and Careers

This chapter focuses on training, development,

careers, and talent management in international
contexts. The authors examine how organizations can
develop global talent and manage international
careers effectively.

Pre-Departure Training Programs The chapter covers

components of effective pre-departure training
programs and the effectiveness of pre-departure
training. The authors analyze different types of training
interventions, including cultural awareness training,
language instruction, practical preparation, and family
support programs. Research on training effectiveness
is reviewed, showing the relationship between training
investment and assignment success.

International Assignment Development The chapter

examines developing staff through international
assignments and trends in international training and
development. The authors explore how international
assignments can be used strategically for
management development, knowledge transfer, and
succession planning. Different types of assignments
are analyzed, including developmental assignments,
project-based assignments, and career-building
assignments.

Repatriation Challenges Re-entry and career issues,

the repatriation process, individual reactions to re-
entry, and responses by the MNE are thoroughly
covered. The chapter addresses one of the most
neglected aspects of international HRM: managing the
return of expatriates to their home countries. The
authors examine why repatriation often fails and
provide frameworks for designing effective
repatriation programs.

Global Career Management The chapter concludes

with discussion of global careers and global talent
management. The authors explore emerging concepts
of global careers and boundaryless careers,
examining how organizations can attract, develop,
and retain global talent in an increasingly competitive
environment.
Chapter 8: International Compensation

This chapter provides comprehensive coverage of

international compensation challenges and
approaches. The authors examine the complexities of
designing compensation systems that are equitable,
competitive, and cost-effective across different
countries and regions.

Compensation Philosophy and Strategy The chapter

begins by examining different philosophical
approaches to international compensation, including
home-country-based, host-country-based, and
regional approaches. Each approach is analyzed in
terms of its advantages, disadvantages, and
appropriate applications.

Components of International Compensation The

authors provide detailed analysis of compensation
components, including base salary, allowances,
incentives, benefits, and tax considerations. Special
attention is given to the challenges of maintaining
compensation equity across different cost-of-living
environments and tax regimes.

Expatriate Compensation Challenges The chapter

examines specific challenges in compensating
expatriate employees, including tax equalization,
cost-of-living adjustments, housing allowances,
education allowances, and home leave provisions.
The authors analyze different approaches to
expatriate compensation and their effectiveness in
different contexts.

Local National Compensation The text also

addresses compensation strategies for host-country
nationals and third-country nationals, examining how
organizations can create integrated compensation
systems that balance global consistency with local
competitiveness.
Chapter 9: International Industrial Relations and the Global Institutional
Context

This chapter examines the complex landscape of

industrial relations in international operations. The
authors explore how different national systems of
industrial relations affect multinational operations
and how organizations can navigate these differences
effectively.

Comparative Industrial Relations Systems The

chapter provides analysis of different national
approaches to industrial relations, including unitary,
pluralist, and corporatist systems. The authors
examine how these different systems affect collective
bargaining, worker participation, and employment
relationships.

Global Labor Standards The text addresses emerging

global labor standards and their impact on
multinational operations. Topics include International
Labour Organization conventions, corporate social
responsibility initiatives, and supply chain labor
standards.

Managing International Labor Relations The authors

provide frameworks for managing labor relations
across different national contexts, including strategies
for dealing with multiple union relationships,
coordinating global labor negotiations, and managing
work stoppages and disputes.
Chapter 10: IHRM Trends and Future Challenges

This chapter focuses on ethics and HRM, IHRM and

operational mode, safety, security and terrorist
concerns, and ownership issues pertaining to IHRM
obligations of firms other than huge multinationals.
This concluding chapter examines emerging trends
and future challenges in international HRM.

Ethics in International HRM The authors examine

ethical challenges facing international HR
professionals, including corruption, labor standards,
environmental responsibility, and social justice
issues. Frameworks for ethical decision-making in
international contexts are provided.

Safety and Security Concerns The chapter

addresses safety, security and terrorist concerns in
international operations. The authors examine how
organizations can protect their international
employees while maintaining operational
effectiveness.

Technology and Virtual Teams The text explores how

advances in communication technology are changing
international HRM practices, including the rise of
virtual teams, remote work arrangements, and digital
nomad trends.

Sustainability and Social Responsibility The chapter

examines growing expectations for corporate social
responsibility in international operations and how
these expectations affect international HRM
practices.
Contemporary Applications and Case Studies

Real-World Integration

The book incorporates throughout real examples of

how well-known companies approach HR functions,
allowing readers to focus more on the practical
application of these functions rather than on the
theories behind them. This practical orientation
distinguishes the text from purely theoretical
treatments of international HRM.

The authors include numerous mini-cases and

examples from organizations such as:

• Robert Bosch GmbH dealing with expatriate

compensation and modern mobility challenges
• Strategic forecasting and staffing formulation for
Bosch-Kazakhstan operations
• Managing complex employment expectations in
local versus international contexts
• Balancing corporate values from a Scandinavian
perspective in Indian operations
 • Understanding the impact of international
assignments on expatriate families during moves
to China
Comprehensive Case Study Collection

The text includes eight in-depth case studies at the

end that offer a variety of in-depth applications for all
of the key functional areas of IHRM, either produced
by the co-authors or requested from international
specialists. These cases provide opportunities for
students and practitioners to apply theoretical
concepts to complex, realistic situations.

The case studies are designed to:

• Illustrate the interconnected nature of

international HRM challenges
• Demonstrate the application of theoretical
frameworks to practical problems
• Highlight cultural and contextual factors in
international HRM decision-making
• Provide opportunities for critical analysis and
problem-solving
Pedagogical Features and Learning Enhancement

Educational Design and Structure

Each chapter begins with clear, intelligent objectives

that allow readers to rapidly navigate their needs. This
structured approach facilitates both comprehensive
study and targeted reference use. The authors have
designed the text to be accessible to readers with
varying levels of international business experience
while maintaining academic rigor.

Chapter Learning Objectives Each chapter begins

with specific learning objectives that clearly outline
what readers should be able to accomplish after
studying the material. These objectives align with
professional competency requirements and academic
learning outcomes.

Discussion Questions and Further Reading Every

chapter concludes with discussion questions
designed to encourage critical thinking and
application of concepts. Extensive further reading
suggestions provide pathways for deeper exploration
of specific topics.
Practical Exercises and Applications The numerous
themes covered in the book are supported with
pertinent exercises that help readers understand the
value of generalization across a range of studies.
These exercises bridge the gap between theoretical
understanding and practical application.
Contemporary Relevance and Currency

The 2017 publication of the book offers a good

opportunity to observe current research trends and
developments in the field. The 7th edition
incorporates the latest research findings, emerging
trends, and contemporary challenges facing
international HR professionals.

Updated content reflects:

• Recent changes in global mobility patterns

• Emerging technologies affecting international
HRM
• New approaches to global talent management
• Contemporary challenges in cross-cultural
management
• Evolving legal and regulatory frameworks
 • Current trends in international compensation and
benefits

Target Audience and Professional Applications

Primary Audience Segments

Multinational Enterprise Managers The text serves

as a comprehensive reference for managers at all
levels within multinational organizations who need to
understand international HRM principles and
practices. Content is specifically designed to help
general managers develop the international HR
knowledge needed to make effective decisions in
global operations.

International HR Professionals For HR specialists

working in international contexts, the book provides
both foundational knowledge and advanced insights
into specialized areas of international HRM. The
practical orientation makes it particularly valuable for
professionals transitioning from domestic to
international HR roles.
Business Students and Academics The book is
written for students in Schools of Business and any
manager looking to understand how to effectively
manage a workforce. The academic rigor combined
with practical applications makes it suitable for
undergraduate, graduate, and executive education
programs.

Expatriate Managers and Global Professionals The

text provides valuable insights for individuals
preparing for or currently engaged in international
assignments, helping them understand the HR context
of their international roles.
Professional Development Applications

The comprehensive coverage enables the text to serve

multiple professional development purposes:

• Preparation for international assignments

• Development of global leadership capabilities
• Enhancement of cross-cultural competencies
• Understanding of international business
operations
• Preparation for international HR certifications
Critical Analysis and Academic Positioning

Strengths and Distinctive Contributions

Comprehensive Global Perspective The tri-

continental authorship ensures that the text reflects
diverse international perspectives rather than a single
national viewpoint. This global orientation is essential
for understanding the true complexity of international
HRM.

Integration of Theory and Practice The textbook

stands out for its integration of rigorous academic
research with practical insights drawn from real-world
multinational operations. This balance makes the text
valuable for both academic study and professional
application.

Contemporary Relevance The authors successfully

address current challenges facing international HR
professionals while maintaining focus on enduring
principles and frameworks that provide lasting value.

Cultural Sensitivity and Awareness Throughout the

text, the authors demonstrate sophisticated
understanding of cultural differences and their
implications for international HRM, avoiding
ethnocentric biases while providing practical
guidance.
Areas for Enhancement and Future Development

Emerging Market Perspectives While the text

includes global perspectives, continued expansion of
emerging market examples and case studies would
enhance its relevance for organizations operating in
rapidly developing economies.

Technology Integration Future editions could benefit

from expanded coverage of how digital technologies
are transforming international HRM practices,
including artificial intelligence, blockchain, and
advanced analytics applications.

Sustainability and Social Impact Growing emphasis

on environmental, social, and governance (ESG)
considerations in international business suggests
opportunities for expanded coverage of sustainable
international HRM practices.
Theoretical Frameworks and Research Foundations

Major Theoretical Contributions

The text integrates multiple theoretical perspectives

to provide comprehensive understanding of
international HRM:

Resource-Based View The authors apply resource-

based theory to examine how international HR
capabilities can become sources of competitive
advantage for multinational enterprises.

Institutional Theory Institutional theory provides a

framework for understanding how national institutions
affect international HRM practices and the challenges
of operating across different institutional
environments.

Cultural Theory Multiple cultural frameworks are

integrated to provide nuanced understanding of how
cultural differences affect international HR practices.

Strategic Management Theory The text positions

international HRM within broader strategic
management frameworks, showing how HR practices
contribute to international business success.
Research Integration and Evidence Base

The authors assess the claims made in the text's

arguments, theories and assessments of the relevant
scientific literature. The text is grounded in extensive
research literature, incorporating findings from
multiple disciplines including management,
psychology, anthropology, economics, and political
science.

The research foundation includes:

• Empirical studies of international HRM practices

• Cross-cultural research findings
• Longitudinal studies of expatriate success and
failure
• Comparative analyses of national HRM systems
• Case study research from diverse organizational
contexts
Contemporary Challenges and Future Directions

Emerging Issues in International HRM

The text addresses several emerging challenges that

are reshaping international HRM:

Global Talent Mobility Changing patterns of global

talent mobility, including the rise of short-term
assignments, virtual work arrangements, and self-
initiated expatriation, are changing traditional
approaches to international staffing.

Generational Differences Different generational

cohorts have varying expectations about international
careers, work-life balance, and organizational
relationships, requiring new approaches to global
talent management.

Regulatory Complexity Increasing regulatory

complexity across different countries creates new
challenges for international HR compliance and risk
management.

Sustainability Expectations Growing stakeholder

expectations for environmental and social
responsibility are affecting international HRM
practices and employee expectations.
Future Research Directions

The text identifies several areas where additional

research is needed:

• Effectiveness of virtual international teams

• Impact of artificial intelligence on international
HRM
• Sustainability practices in global talent
management
• Evolution of global career patterns
• Cross-cultural leadership development

Implementation Framework and Practical Applications

Strategic Implementation Guidelines

The text provides frameworks for implementing

international HRM strategies:

Assessment and Analysis Organizations must

conduct thorough analysis of their international HRM
needs, including cultural assessment, competitive
analysis, and regulatory review.
Strategy Development Based on assessment
findings, organizations can develop integrated
international HRM strategies that align with business
objectives and operational requirements.

Program Design and Implementation The authors

provide guidance for designing specific international
HRM programs, including policies, procedures, and
support systems.

Monitoring and Evaluation Ongoing evaluation of

international HRM effectiveness is essential for
continuous improvement and adaptation to changing
conditions.
Best Practices and Success Factors

Throughout the text, the authors identify best

practices and success factors for international HRM:

• Cultural intelligence and sensitivity

• Clear communication and expectations
• Comprehensive support systems
• Flexibility and adaptability
• Continuous learning and improvement
Conclusion and Educational Impact

"International Human Resource Management, 7th

Edition" represents a significant contribution to both
academic scholarship and professional practice in
international business. The textbook is written using a
tone that is stimulating, practical, engaging and
overall realistic about IHRM. After reading each
chapter of the book, the reader not only learns new
IHRM concepts, but also starts thinking in a critical
manner about these concepts.

The comprehensive scope, practical orientation, and

global perspective make this text an indispensable
resource for anyone seeking to understand the
complexities of managing human resources in
multinational enterprises. The integration of
theoretical frameworks with practical applications
provides readers with both conceptual understanding
and actionable insights.

The text offers a deeper understanding of the process

of conducting functional areas of international HR
management in an easy-to-follow narrative accessible
to researchers and novices alike. This accessibility,
combined with academic rigor, ensures that the text
serves diverse learning needs and professional
development requirements.

As multinational enterprises continue to expand their

global operations and the international workforce
continues to grow, the insights and frameworks
provided in this text become increasingly valuable.
The authors' emphasis on cultural intelligence,
strategic thinking, and practical application provides
readers with the knowledge and skills needed to
navigate the complex landscape of international
human resource management successfully.

The 7th edition's contemporary relevance, combined

with its comprehensive coverage of enduring
principles, ensures that it will continue to serve as a
foundational resource for students, practitioners, and
researchers in international human resource
management for years to come. The text's
contribution to developing globally competent HR
professionals and informed international managers
makes it an essential component of international
business education and professional development.

Find the Full Original Textbook (PDF) in the link

below:
CLICK HERE