International HRM in South African multinational companies

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dc.contributor.authorHorwitz, Frank Martin
dc.date.accessioned2017-02-21T14:14:38Z
dc.date.available2017-02-21T14:14:38Z
dc.date.issued2017-02-09
dc.description.abstractWith the paucity of published research on human resource management (HRM) policy and practice in the BRICS countries (Brazil, Russia, India, China and South Africa), the rationale for this article is to evaluate the nature of HRM practices, their development, application and diffusion in South African MNCs. It provides an exploratory analysis in a systematic literature review referring to qualitative case study research and research survey literature to better understand HRM strategies and practices developed and diffused by growing emerging market MNCs from South Africa. The findings underline significant challenges of human resource development and controversies regarding host country issues alongside a degree of ‘sophistication’ in the HRM practices of firms analysed. An aim of the article is to identify areas for further research on business and HRM models of Emerging Market MNCs (EMMNCs) in the African context and develop a set of seven research propositions.en_UK
dc.identifier.citationHorwitz, F. (2017) International HRM in South African multinational companies. Journal of International Management, Volume 23, Issue 2, June 2017, pp. 208-222en_UK
dc.identifier.urihttps://doi.org/10.1016/j.intman.2017.01.005
dc.identifier.urihttp://dspace.lib.cranfield.ac.uk/handle/1826/11470
dc.publisherElsevieren_UK
dc.rightsAttribution-NonCommercial-NoDerivatives 4.0 International
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/4.0/
dc.titleInternational HRM in South African multinational companiesen_UK
dc.typeArticleen_UK

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