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dc.contributor.authorThite, Mohan
dc.contributor.authorBudhwar, Pawan
dc.contributor.authorWilkinson, Adrian
dc.date.accessioned2017-10-26T01:32:22Z
dc.date.available2017-10-26T01:32:22Z
dc.date.issued2014
dc.identifier.issn0090-4848
dc.identifier.doi10.1002/hrm.21621
dc.identifier.urihttp://hdl.handle.net/10072/64176
dc.description.abstractThe rapid growth of emerging markets' multinational companies (MNCs) is a recent phenomenon and, as such, their nature and structure of key management processes, functions, and roles need further examination. While an abundance of low-cost labor is often the starting point of competitive advantage for many of the emerging markets' MNCs, it is the optimum configuration of people, processes, and technology that defines how they leverage their intangible resources. Based on case studies of four Indian IT services MNCs, involving 51 in-depth interviews of business and human resource (HR) leaders at the corporate and subsidiary levels, we identify five key HR roles-namely, strategic business partner, guardian of culture, builder of global workforce and capabilities, champion of processes, and facilitator of employee development. The analysis also highlights that the HR function in Indian IT service MNCs faces several challenges in consolidating the early gains of internationalization, such as lack of decentralized decision making, developing a global mind-set, localization of the workforce, and developing a global leadership pipeline. Based on our exploratory findings, we propose a framework outlining the global HR roles pursued by emerging IT services MNCs, the factors influencing them, and the challenges facing their HR function for future research.
dc.description.peerreviewedYes
dc.description.publicationstatusYes
dc.languageEnglish
dc.language.isoeng
dc.publisherJohn Wiley & Sons
dc.publisher.placeUnited States
dc.relation.ispartofstudentpublicationN
dc.relation.ispartofpagefrom921
dc.relation.ispartofpageto946
dc.relation.ispartofissue6
dc.relation.ispartofjournalHuman Resource Management
dc.relation.ispartofvolume53
dc.rights.retentionY
dc.subject.fieldofresearchHuman resources management
dc.subject.fieldofresearchHuman resources and industrial relations
dc.subject.fieldofresearchStrategy, management and organisational behaviour
dc.subject.fieldofresearchApplied and developmental psychology
dc.subject.fieldofresearchcode350503
dc.subject.fieldofresearchcode3505
dc.subject.fieldofresearchcode3507
dc.subject.fieldofresearchcode5201
dc.titleGlobal HR Roles and Factors Influencing Their Development: Evidence From Emerging Indian IT Services Multinationals
dc.typeJournal article
dc.type.descriptionC1 - Articles
dc.type.codeC - Journal Articles
dc.description.versionAccepted Manuscript (AM)
gro.facultyGriffith Business School, Dept of Employment Relations and Human Resources
gro.rights.copyright© 2014 John Wiley & Sons Ltd. This is the peer reviewed version of the following article: Global HR Roles and Factors Influencing Their Development: Evidence From Emerging Indian IT Services Multinationals, Human Resource Management Journal, Volume 53, Issue 6, November/December 2014, Pages 921–946, which has been published in final form at http://dx.doi.org/10.1002/hrm.21621. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Self-Archiving (http://olabout.wiley.com/WileyCDA/Section/id-828039.html)
gro.hasfulltextFull Text
gro.griffith.authorThite, Mohan
gro.griffith.authorWilkinson, Adrian J.


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