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An analysis of the functions of international transfer HR of Transnational Corporations

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dc.contributor.author Ghambashidze, Tamar
dc.date.accessioned 2021-12-15T08:42:32Z
dc.date.available 2021-12-15T08:42:32Z
dc.date.issued 2021
dc.identifier.citation VI International Scientific Conference: "Challenges of Globalization in Economics and Business", Tbilisi, 2021, pp. 363-367 en_US
dc.identifier.isbn 978-9941-491-35-1
dc.identifier.uri http://dspace.tsu.ge/xmlui/handle/123456789/874
dc.description 1. Hoffman R., Casnocha B. Yeh C. Tours of duty: The new employer-employee compact [Electronic Resource]. - Harvard Business Review, June 2018. – Mode of access: http://hbr.org/2013/06/tours-ofduty-the-new-employer-employeecompact 2. IBM Press Release. – IBM Workforce Diversity, 2006. 122. Influence on human resource management practices in multinational corporations. Journal of International Business studies, 25(2). 3. Katoen R.J., Macioschek A. Employer Branding and Talent-Relationship-Management – Improving the Organizational Recruitment Approach / Umeå School of Business, Department of Business Administration. 2007.172 5. Katz H., Darbshire (2000). Converging Divirgences, Ithaca, Cornell University Press. 128. Kerr C, Dunlop J., Harbison F., Myers C. (1964). Industrialism and Industrial Man, New York, Oxford University Press. en_US
dc.description.abstract The aim of this article is to get a clearer picture of why multinational companies (MNCs) send out expatriates. We identify three organizational functions of international transfers: position filling, management development and coordination & control. Based on an empirical study with results from 212 subsidiaries of MNCs from 9 different home countries, located in 22 different host countries, we show that the importance that is attached to these functions differs between subsidiaries in MNCs from different home countries, between subsidiaries in different regions and in addition varies with the level of cultural difference. Position filling is seen as most important for subsidiaries of American and British MNCs and in the Latin American and Far Eastern region. Management development is seen as most important for subsidiaries of German, Swiss and Dutch MNCs and tends to occur more in Anglo-Saxon countries than in the Far Eastern region. Transfers for coordination & control seems to be most important for subsidiaries of German and Japanese MNCs and in host countries that are culturally distant from headquarters. en_US
dc.language.iso ge en_US
dc.publisher Ivane Javakhishvili Tbilisi State University Press en_US
dc.title An analysis of the functions of international transfer HR of Transnational Corporations en_US
dc.type Article en_US

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