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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.

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