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With increasing globalization comes the need to understand human resource management (HRM) more broadly across countries, cultures, institutions, and organizational types. Designed to help readers explore and understand the key concepts and latest research behind the strategic management of people in organizations that operate in a global context, this accessible book provides concise coverage of HRM concepts, balancing comparative approaches and US and non-US schools of thought. Not limited to the multinational firm, the book reflects the most current knowledge in the field and considers all types of organizations embedded in the global context. Chapter-opening vignettes (short cases) exemplify the chapter's core topics and show readers how chapter content can be applied. Extensive references make it easy for readers to explore concepts in more depth

A rich body of research in the area of leadership has examined the influence of transformational/charismatic forms of leadership on employees' motivation, attitudes, and behaviors. This research is based on the assumption that leaders are able to influence followers based on close, sustained, and personalized contact with them. However, new organizational realities are challenging this assumption. Drawing on the intersections between social identity theory and leadership research, this study highlights the importance of inspirational leaders who, by developing socialized relationships with team members, can foster attitudes that are critical for team effectiveness in geographically dispersed settings. Findings support the role of this form of leadership in dispersed settings. Inspirational leadership emerged as a significant predictor of individuals' trust in team members and commitment to the team. Further, the positive relationship between inspirational leadership and individuals' commitment to the team and trust in team members was strengthened in teams that were more dispersed suggesting that inspirational leaders are important in all contexts but that their importance is underscored in highly dispersed contexts. Finally, shared perceptions of trust and commitment predicted performance at the team level.

How intertwined are expatriates with their families? And what makes some expatriates better than others at leveraging positive or compensating for negative influences from their family life? Drawing on conservation of resources, crossover and spillover theories, we examine when partner family role adjustment influences expatriates' family experiences, and how and when these experiences translate into expatriate work role engagement. Using data from 105 expatriate–partner dyads at two time points, we establish the key personal resource of general self-efficacy as a boundary condition for crossover and spillover. We find that expatriates with high self-efficacy experience no crossover between partner family role adjustment and expatriate family role adjustment, and positive spillover between their family role engagement and their work role engagement. By contrast, expatriates with low self-efficacy experience strong crossover between partner family role adjustment and expatriate family role adjustment, and negative spillover between their family role engagement and work role engagement. Our results suggest that the way in which the family domain influences expatriate work role engagement depends on general self-efficacy. We contribute to conservation of resources, crossover and spillover theories, and the work–family interface during expatriation. Our results also pinpoint organizational interventions to improve expatriates' work role engagement.

Although career proactivity has positive consequences for an individual's career success, studies mostly examine objective measures of success within single countries. This raises important questions about whether proactivity is equally beneficial for different aspects of subjective career success, and the extent to which these benefits extend across cultures. Drawing on Social Information Processing theory, we examined the relationship between proactive career behaviors and two aspects of subjective career success—financial success and work-life balance—and the moderating role of national culture. We tested our hypotheses using multilevel analyses on a large-scale sample of 11,892 employees from 22 countries covering nine of GLOBE's 10 cultural clusters. Although we found that proactive career behaviors were positively related to subjective financial success, this relationship was not significant for work-life balance. Furthermore, career proactivity was relatively more important for subjective financial success in cultures with high in-group collectivism, high power distance, and low uncertainty avoidance. For work-life balance, career proactivity was relatively more important in cultures characterized by high in-group collectivism and humane orientation. Our findings underline the need to treat subjective career success as a multidimensional construct and highlight the complex role of national culture in shaping the outcomes of career proactivity.

The construct of cultural intelligence, recently introduced to the management literature, has enormous potential in helping to explain effectiveness in cross cultural interactions. However, at present, no generally accepted definition or operationalization of this nascent construct exists. In this article, we develop a conceptualization of cultural intelligence that addresses a number of important limitations of previous definitions. We present a concise definition of cultural intelligence as a system of interacting abilities, describe how these elements interact to produce culturally intelligent behavior, and then identify measurement implications.