Critiques and extension of strategic international human resource management framework for dragon multinationals

Abstract

This paper aims at critiquing several existing strategic international human resource management frameworks and discusses their inadequacy to apply directly to emerging multinational companies, especially those generated from Brazil, Russia, India, China and South Africa. To complement the existing strategic international human resource management frameworks, key variables relevant to emerging economies are identified and an extended model with reference to emerging multinational companies is developed with several research propositions. It is believed that the proposed model would better capture the current development of multinationals in transition, and alert emerging international managers to address several people management challenges in the global context.

Keywords:

• China
• ‘dragon’
• emerging multinational enterprises
• human resource management
• international business
• strategic theory development