Table of Contents

Part 1: The Context of IHRM: Challenges, Strategies, and External Forces

Readings

1.1 Putting the Challenges of International Human Resource Management into Perspective

Paul Evans, Vladimir Pucik, and Ingmar Björkman

1.2 Managing Global Talent Challenges with Global Talent Management Initiatives

Randall S. Schuler, Susan E. Jackson, and Ibraiz Tarique

1.3 Localisation: Societies, Organisations and Employees

Wes Harry and David G. Collings

Cases

1.1 Peter Hansen: Building a World-Class Product Development Centre for Hi-Tech Systems in China

Ingmar Björkman

1.2 Socometal: Rewarding African Workers

Evalde Mutabazi and C. Brooklyn Derr

1.3 Four Seasons Goes to Paris

Roger Hallowell, David Bowen, and Carin-Isabel Knoop

Part 2: Cross-Cultural and Diversity Management

Readings

2.1 Diversity as Strategy

David A. Thomas

2.2 In the Eye of the Beholder: Cross-Cultural Lessons in Leadership from Project Globe

Mansour Javidan, Peter W. Dorfman, Mary Sully de Luque, and Robert J. House

2.3 Multicultural Individuals: What Can They Bring to Global Organizations?

Stacey R. Fitzsimmons, Christof Miska, and Günter K. Stahl

Cases

2.1 Olivia Francis

Mark E. Mendenhall

2.2 Johannes van den Bosch Sends an Email

Joseph J. DiStefano

2.3 B. Uwa Ode: A Cultural Chameleon or Stranded between Cultural Chairs?

Sebastian Reiche and Yih-teen Lee

Part 3: Global Staffing and Management of Global Mobility

Readings

3.1 Types of International Assignees

David G. Collings, Anthony McDonnell, and Amy McCarter

3.2 Expatriate Performance Appraisal: Problems and Solutions

Gary R. Oddou and Mark E. Mendenhall

3.3 Compensating Global Employees

Jaime Bonache and Luigi Stirpe

Cases

3.1 Fred Bailey: An Innocent Abroad

J. Stewart Black

3.2 Selecting a Country Manager for Delta Beverages India: Part I and II

Paula Caligiuri and Henry W. Lane

3.3 Andreas Weber’s Reward for Success in an International Assignment: A Return to an Uncertain Future

Günter K. Stahl and Mark E. Mendenhall

Part 4: People Issues in Global Teams, Alliances, Mergers, and Acquisitions

Readings

4.1 Global Teams That Work: A Framework for Bridging Social Distance

Tsedal Neeley

4.2 Managing Alliances and Joint Ventures

Vladimir Pucik, Paul Evans and Ingmar Björkman

4.3 IHRM Issues in Mergers and Acquisitions

Satu Teerikangas, Günter K. Stahl, Ingmar Björkman and Mark E. Mendenhall

Cases

4.1 Hailing a New Era: Haier in Japan

Carlos Sánchez-Runde, Yih-teen Lee, and B. Sebastian Reiche

4.2 Lenovo-IBM (A): Bridging Cultures, Languages, and Time Zones, and Lenovo-IBM (B): Integration Challenges

Kathrin Köster and Günter K. Stahl

4.3 Guangdong Electronics

Ingmar Björkman and Ming Zeng

Part 5: Responsible Leadership in a Global and Cross-Cultural Context

Readings

5.1 Values in Tension: Ethics Away from Home

Thomas Donaldson

5.2 The Challenge of Responsible Global Leadership

Günter K. Stahl, Christof Miska, Laura J. Noval and Verena J. Patock

5.3 Global Leadership for Sustainable Development

Ina Aust and Marie-Thérèse Claes

Cases

5.1 Changmai Corporation

Charlotte Butler and Henri-Claude de Bettignies

5.2 Levi Strauss & Co.: Addressing Child Labour in Bangladesh

Nicola Pless and Thomas Maak

5.3 EVN in Bulgaria – Engaging the Roma Community

Barbara Coudenhove-Kalergi and Christian Seelos

About the Author

B. Sebastian Reiche is an Associate Professor of Managing People in Organizations at IESE Business School, Spain.

Günter K. Stahl is Professor of International Management at WU Vienna, Austria.

Mark E. Mendenhall is the J. Burton Frierson Chair of Excellence in Business Leadership at the University of Tennessee-Chattanooga, USA.

Gary R. Oddou is Professor Emeritus of International Management and former Director of the Global Business Management program at California State University in San Marcos, USA.