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Matching Strategy and Human Resources in Multinational Corporations

Author

Listed:
  • Anders Edström

    (The Swedish Council for Management and Work Life Issues)

  • Peter Lorange

    (University of Pennsylvania)

Abstract

Strategy is implemented by people; this article emphasizes this fundamental notion throughout. The characteristics of the major strategic levels and tasks in a multinational corporation (MNC) are identified, along with their implications for strategic human resource management. Through observations within 4 Swedish MNCs, the process by which human resources have gained a place in strategic managements is examined. The experience of these firms in matching strategy and human resources is analyzed, concluding with suggestions regarding the implications of all this for practitioners and researchers.© 1984 JIBS. Journal of International Business Studies (1984) 15, 125–137

Suggested Citation

  • Anders Edström & Peter Lorange, 1984. "Matching Strategy and Human Resources in Multinational Corporations," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 15(2), pages 125-137, June.
    • Handle: RePEc:pal:jintbs:v:15:y:1984:i:2:p:125-137
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    Cited by:

    1. Chung, Henry F.L. & Rose, Ellen & Huang, Pei-how, 2012. "Linking international adaptation strategy, immigrant effect, and performance: The case of home–host and cross-market scenario," International Business Review, Elsevier, vol. 21(1), pages 40-58.
    2. Byung Park, 2010. "What matters to managerial knowledge acquisition in international joint ventures? High knowledge acquirers versus low knowledge acquirers," Asia Pacific Journal of Management, Springer, vol. 27(1), pages 55-79, March.
    3. Hult, G. Tomas M. & Ferrell, O. C., 1997. "A global learning organization structure and market information processing," Journal of Business Research, Elsevier, vol. 40(2), pages 155-166, October.

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