Abstract
This introductory investigation into the human resource implications associated with the tensions between integration and responsiveness studied the concept of International Human REsource (IHR) Strategy; its dimensions and its determinants. To accomplish this, Jarillo and Martinez's (1990) parent--subsidiary business strategy framework was recast in an IHR strategy setting. Then, the relationships between a set of interorganizational interdependency determinants and the dimensions of IHR strategy that emerged, global integration and local responsiveness, were empirically tested. Sata from 100 subsidiaries and their parents highlighted several informative associations between interorganizational dependencies (dependence on parent's resources, dependence on local resources, dependence on host institutions) and the IHR strategies.
Tech Report Number
1994-006
Date of this Version
1-1-1994
Recommended Citation
Hannon, John M.; Huang, Ing-Chung; and Jaw, Bih-Shiaw, "International Human Resource Strategy and its Determinants: The Case of Multinationals and Their Subsidiaries in Taiwan" (1994). Purdue CIBER Working Papers. Paper 83.
https://docs.lib.purdue.edu/ciberwp/83