Strategic global human resource management: An analysis of liability-of-foreignness issues associated with inpatriate managers.

摘要

ESSAY 1: This manuscript addresses the strategic role of an inpatriate staffing approach in the development of a global mindset within global organizations. The premise lies in the development of the liability-of-foreignness concept from the individual level of analysis in the context of global assignments. I first provide arguments relative to the utility of inpatriate managers in global organizations by advocating what appears to be a shift to a strategic global human resource management paradigm. Drawing upon Reference Point Theory, the manuscript highlights potential hardships faced through an analysis of managerial and contextual liability-of-foreignness as may be perceived by inpatriate managers. Moreover, I propose a self-assessment measure in anticipation for a realistic preview of an inpatriate assignment in a global organizational context.;ESSAY 2: The research question examined in this study seeks to investigate respondents' attitudes towards interacting with foreign nationals from emerging and developed markets. The mechanisms through which differences in attitudes are assessed are the liability-of-foreignness factors (i.e., region of origin, global awareness, tendency to stereotype, and personality) which are examined as uniquely attributed to individuals' cultural backgrounds. A purposive sample collected at a private University in Australia demonstrates differences in men and women's inclination to interact with foreign nationals from emerging markets. Findings of the study are that Europeans' willingness to interact with emerging market foreign nationals is diminished with high levels of tendency to stereotype, whereas North Americans' willingness to interact with developed market foreign nationals is enhanced with high levels of tendency to stereotype. Implications for research and practice are discussed.;ESSAY 3: Multinational organizations experience the need to diversify their managerial talent throughout their organizational hierarchies to achieve what is known as a global mindset - attaining a holistic perspective of how to conduct businesses recognizing and acting upon the many forces of globalization. Optimal composition of managerial talent exists when multiple perspectives or cultures are included in decision-making processes that allow organizations to compete more effectively. Through this organization may acquire a competitive advantage over others. By incorporating global talent, organizations have a responsibility to assess current HR policies and practices and build in flexibility to foster a more strategic sense of incorporating talent. This manuscript, therefore, discusses ways to leverage diversity by making a case for flexible and strategic global human resource policies and practices.