International human resource management (IHRM) has covered two very distinct areas: comparative HRM (comparing HRM between national settings) and HRM in multinational enterprises (MNEs). Existing research has pointed to the multifaceted nature of contextual effects, and how they may differ qualitatively according to locale. This perspective article argues that a distinct and shared theme across this literature is much more than a recognition that many different sets of institutions and/or cultural features can make for viable alternative HRM models. We also consider whether or not MNEs seek to accommodate local realities or work to change them. Developing and broadening inquiry around these concerns may represent a solid way for researching IHRM in an age of polycrisis. Such understandings may be of great value in exploring the relationship between the present global polycrisis and HRM practice. We highlight potential concerns and opportunities for theorizing around the same.