Session Summary

Session Number:261
Session ID:S161
Session Title:Issues and Solutions in Globalizing Management Staffing and Development Systems
Short Title:
Session Type:Division Joint Symposium
Hotel:Hyatt East
Floor:LL2
Room:GndBall E
Time:Wednesday, August 11, 1999 10:40 AM - 12:00 PM

Sponsors

CAR  (Jay Mahoney)Mahoneyj@saturn.montclair.edu (973) 655-7476 
HR  (Lynn Shore)mgtlms@langate.gsu.edu (404) 651-3038 
IM  (Farok Contractor)farok@andromeda.rutgers.edu (973) 353-5348 

General People

Chair Harvey, Michael G. U. of Oklahoma mharvey@ou.edu (405)-325-3376 
Discussant Buckley, M. Ronald U. of Oklahoma mbuckley@ou.edu 405-325-5729 

Submissions

Emerging Markets in the Global Market Place: Implications for SGHRM 
Presenter Napier, Nancy K. Boise State U. rmgnapie@cobfac.idbsu.edu 208-385-1314 
American Female Expatriates: Understanding the Impact of Diversity  
Presenter Tung, Rosalie L. Simon Fraser U. rosalietung@sfu.ca 604-291-3083 
Critical Issues in SGHRM: Commuting, Mentoring and Global Succession 
Presenter Von Glinow, Mary Ann Florida International U. vonglino@fiu.edu (305)-348-4218 
The Role of Inpatriates in Strategic Global Human Resource Management 
Presenter Buckley, M. Ronald U. of Oklahoma mbuckley@ou.edu 405-325-5729 
Presenter Harvey, Michael G. U. of Oklahoma mharvey@ou.edu (405)-325-3376 

Abstract

The need for change in strategic human resource management practices is accentuated by globalization of business activities, hypercompetition in global markets, growing importance of emerging markets and a shortage of competent global leaders. Global organizations are transforming into decentralized interorganizational networks in which the headquarters is not the sole source of competitive advantage. The evolved subsidiary operations are becoming more important as a location of dynamic capabilities in the operation of global organizations. As a result, the strategy of global management staffing is shifting from a focus on vertical control toward horizontal coordination and knowledge integration. This shift requires development of global leaders who know more and manage less. As management staffing and development are being integrated, inpatriation of local managers is growing in importance. Expatriates and inpatriates can be coordinated into flexible and complementary managerial resources. These strategies require an increase in mobility of candidates requiring proactive organizational support and assistance in order to balance their professional and family lives. The increase in female expatriation also requires innovation of organizational support practices. Global HRM must focus on family issues, female expatriation and multicultural management teams.