SIHRMStrategic International Human Resource Management
SIHRMSingapore Institute of Human Resource Management (est. 1965)
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This is not to negate that cultural differences between business units (BUs) may significantly impact SIHRM or training practices.
Utilizing SIHRM as a resource which can confer sustainable competitive advantage, Taylor et al.
The second, an exportive SIHRM orientation is one in which the parent firm's HRM system is being transferred to its different affiliates.
The third, an integrative SIHRM orientation attempts to take 'the best' HRM approaches and uses them throughout the organization in the creation of a worldwide system.
These factors and the definition of SIHRM are melded together and described next in the section presenting the Integrative Framework of SIHRM.
The inspiration for a framework to encompass our thoughts on SIHRM and then to offer some testable propositions was provided by several recent and notable works in the field including Gregersen and Black (1992); Naumann (1992); Begin (1992); Adler and Ghader (1990); and Sundaram and Black (1992).
Thus, we would argue that ethical capability in a global context is certainly one source of competitive advantage that an SIHRM system could build.
The emerging literature in SIHRM stresses the need for both quantitative and qualitative criteria, and a behaviorally-based approach is widely supported (see Kaplan/Norton 1992, Schuler et al.
The second reason is to propose one way in which SIHRM socializes organizational members in order to build commitment and control.
Recognising the complexity of MNEs, SIHRM has added complexity due to the diversity of national contexts of operation and the inclusion of different national categories of workers (Brewster 1995; Dowling et al.
It is argued that research into SIHRM issues could provide significant Opportunities for an integrative approach to theoretical and methodological advancement in the HRM field.