Twenty-six chapters review different approaches to understanding the role of international human resource management in organizational performance, addressing the competing pressures a global
corporation faces when embracing both global integration and local responsiveness. Academics from American and European universities examine knowledge transfer mechanisms, compensation
strategies, talent management, leadership development, and the motives for deploying expatriate assignees to staff the foreign operations of multinational enterprises. Three of the papers
tackle the challenges posed by global virtual team dynamics, complex joint ventures, and cross-border acquisitions. The last section applies economic, institutional, and behavioral theories to
international human resource management. Annotation ©2012 Book News, Inc., Portland, OR (booknews.com)
