HRM-5011 v3

Jooss, S., McDonnell, A., & Conroy, K. (2020). Flexible global working arrangements: An integrative review and future research agenda. Human Resource Management Review.
This article centers on how to better understand the international HR function's role and responsibility in providing a more strategic and sustainable perspective. The topography of global mobility within multinational enterprises (MNEs) is evolving. We now have a portfolio of flexible global working arrangements (FGWAs), including international business travelers, flexpatriates, short-term international commuters, and rotational assignees. The need for more agile structures and more efficient mechanisms to transfer globally dispersed knowledge are two key enablers in this evolution.

Galang, M. C., & Osman, I. (2016). HR managers in five countries: What do they do and why does it matter? International Journal of Human Resource Management, 27(13), 1341–1372.
This article posits that a more challenging environment compels organizations to turn to manage their HRs as a source of competitive advantage, and that means an increasing business partnership for HR professionals. This five-country comparative study finds that multiple roles are at least moderately executed and that these HR roles have a different impact depending on the aspect of organizational performance. As well, a more challenging environment, defined here as legal constraints and industry challenges, generally does not have a significant moderating effect on the impact of the different HR roles on organizational performance.

Zhang, J., & Ildikó, R. (2024). Human resource management in China under economic globalization. Journal Plus Education / Educaţia Plus, 35 (1), 89–103.
This article examines the impact of economic globalization on human resource management in China. It discusses how China's HR management adapts to a variety of challenges: the emergence of a diverse talent market, increasing demand for cross-cultural skills, the fluid movement of global talent, the necessity for technological and digital transformation, and the regulatory hurdles encountered in a globalized business environment.

Ma Rui. (2021). Human resource management in multinational companies— from the perspective of Hilton Hotels. E3S Web of Conferences, 235, 02058.
This article explores the critical role of human resource management in multinational companies under the backdrop of globalization. By examining the current HR practices at Hilton Hotels, the paper highlights effective management strategies that have enhanced the hotel's operations across diverse cultural environments. It aims to distill universal management insights that could serve as a reference for the development of China's multinational hotel sector.

Wan, L., Orzes, G., Sartor, M., & Nassimbeni, G. (2019). Reshoring: Does home country matter? Journal of Purchasing and Supply Management, 25(4).
This paper aims to analyze whether and how reshoring projects are different across countries, thereby further exploring the underlying home country-related factors contributing to reshoring peculiarities. Using a dataset including 529 cross-industry reshoring projects developed by companies headquartered in five countries (i.e., U.S., Germany, UK, France, and Italy), the study shows that these projects differ in terms of industry entry mode, firm size, and motivations. Thus, reshoring turns out to be a phenomenon where each country has its peculiarities. The research further sheds light on the possible institutional, cultural/cognitive, and industry/resource-related factors underlying these specificities.

Latukha, M., Golubkova, A., & Victoria, T. (2018). To be involved or not to be involved? HRM competences for internationalization process in Russian companies. Journal of East-West Business, 24(4), 265–286.
This paper aims to identify the list of human resource management (HRM) competencies that are crucial for a company during the internationalization process. We focus on the Russian context and investigate the level of human resource (HR) managers' involvement in the implementation of a firm's internationalization strategy, HRM competencies that facilitate the internationalization process of Russian companies, and HR manager's proficiency level, suitable for these competencies.