Trong chương này, chúng tôi kiểm tra xem địa điểm quốc tế tăng trưởng nhu cầu về quản lý, và các yếu tố tác động về cách quản lý của các công ty quốc tế hóa đáp ứng với những thách thức này. Chúng tôi bắt đầu với các tiền đề rằng các nguồn nhân lực (HR) sẽ không hoạt động trong chân không, và các hoạt động nhân sự được xác định bởi, và ảnh hưởng, các yếu tố tổ chức. Chúng tôi bao gồm các lĩnh vực sau:. | Chapter 2 The organizational context Chapter objectives structural responses to international growth control and coordination mechanisms (cont.) In this chapter, we examine how international growth places demands on management, and the factors that impact on how managers of internationalizing firms responds to these challenges. We start with the premise that the human resource (HR) function does not operate in a vacuum, and that HR activities are determined by, and influence, organisational factors. We cover the following areas: Chapter objectives (cont.) mode of operation used in various international markets effect of responses on human resource management approaches and activities. It builds upon material covered in Chapter 1 to provide a meaningful global and organizational context for drawing out the international dimension of human resource management – the central theme of this book. Figure 2-1: Management demands of international growth The path to global status Causes . | Chapter 2 The organizational context Chapter objectives structural responses to international growth control and coordination mechanisms (cont.) In this chapter, we examine how international growth places demands on management, and the factors that impact on how managers of internationalizing firms responds to these challenges. We start with the premise that the human resource (HR) function does not operate in a vacuum, and that HR activities are determined by, and influence, organisational factors. We cover the following areas: Chapter objectives (cont.) mode of operation used in various international markets effect of responses on human resource management approaches and activities. It builds upon material covered in Chapter 1 to provide a meaningful global and organizational context for drawing out the international dimension of human resource management – the central theme of this book. Figure 2-1: Management demands of international growth The path to global status Causes structural responses, due to: Strain imposed by growth and geographical spread Need for improved coordination and control across business units The constraints imposed by host-government regulations on ownership and equity Evolution path common but not normative Figure 2-2: Stages of internationalization Stages of internationalization: Exporting Typically the initial stage of international operations Usually handled by an intermediary (foreign agent or distributor) Role of HR department unclear at this stage Figure 2-3: Export department Sales subsidiary Replacing foreign agents/distributors with own through sales or branch offices/subsidiaries May be prompted by: Problems with foreign agents More confidence in international activities Desire for greater control Give greater support to exporting activities PCNs may be selected, leading to some HR involvement Figure 2-4: Sales subsidiary International division Creation of a separate division in which all international activities are grouped .
