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The Two Logics Behind Human Resource Management

In: Human Resource Management in International Firms

Author

Listed:
  • Paul Evans
  • Peter Lorange

Abstract

Multinational corporations (MNCs) often operate in many different product-market segments. The employees in their far flung geographic operations represent very different social cultures. The policies and practices for human resource management that are effective in managing one product-market may not be the most appropriate for another; those that work well in one cultural setting will not necessarily function in another.

Suggested Citation

  • Paul Evans & Peter Lorange, 1990. "The Two Logics Behind Human Resource Management," Palgrave Macmillan Books, in: Paul Evans & Yves Doz & André Laurent (ed.), Human Resource Management in International Firms, chapter 0, pages 144-161, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-1-349-11255-5_8
    DOI: 10.1007/978-1-349-11255-5_8
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    Citations

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    Cited by:

    1. Ridder, H.-G. & Hoon, C., 2000. "Strategisches Personalmanagement in öffentlichen Verwaltungen: eine inhalts- und prozessanalytische Untersuchung," Hannover Economic Papers (HEP) dp-231, Leibniz Universität Hannover, Wirtschaftswissenschaftliche Fakultät.
    2. Mitsuru Wakabayashi & Mari Kondo & Ziguang Chen, 2001. "Cross-cultural Managerial Skill Practices: Filipino and Chinese Managers under Japanese-style Management," Global Business Review, International Management Institute, vol. 2(1), pages 15-35, February.

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