mir Special Issue – serie

Wales (UK), Karl-Klaus Pullig, University of Paderborn (Germany), Max RingI- steuer, Catholic University ofEichstatt (Germany), Ewald Scherm, University of Hagen (Germany), Stefan Schmid, Catholic University of Eichstatt (Germany), Karl-Heinz Schmidt, University of Paderborn (Germany), Ursula Schneider, University of Graz (Austria) and Joachim Wolf, University of Hohenheim (Ger- many). For support in the organization of the review process the editors thank Christopher Gramley. The outcome of the review process was that 13 papers were selected for pub- lication in two special isslIes which both address the field of international human resource management. There were many other very well-written and high quality papers but due to space limitations, the editors could not include more contribu- tions. For those interested in the other papers of the IHRM-conference we recom; mend the conference proceedings which are available from the University of Paderborn (E-mail: Testing@notes.uni-paderborn.de).The selected papers can be related to three broad IHRM-approaches which are described below: * Cross-cultural management approach: early work in this field (especially in Anglo-Saxon cOllntries) emphasized a cross-cultural management approach which examines human behavior within organizations from an international perspective. * Comparative HRM: A second approach developed from the comparative indus- trial relations and HRM literature seeks to describe, compare and analyse HRM systems in various countries. * HRM in mulfinationalJirms: A third approach seeks to focus on aspects ofHRM in multinational firms, especially expatriate management and HR in subsidiaries.

sity of Essen (Germany), Odd Nordhaug, Norwegian School of Economics and Business Administration (Norway), Michael Poole, University of Wales (UK), Karl-Klaus Pullig, University of Paderborn (Germany), Max Ringlstetter, Catho- lic University of Eichstatt (Germany), Ewald Scherm, University of Hagen (Ger- many), Stefan Schmid, Catholic University of Eichstaett (Germany), Karl-Heinz Schmidt, University of Paderborn (Germany), Ursula Schneider, University of Graz (Austria), Wolfgang Weber, University of Paderborn (Germany) and Joachim Wolf, University of Hohenheim (Germany). For support in the organiza- tion of the review process the editor thanks Christopher Gramley. The outcome of the review process was that 13 papers were selected for pub- lication in two special issues which both address the field of international human resource management. There were many other very well-written and high quality papers but due to space limitations, the editors could not include more contribu- tions. For those interested in the other papers of the IHRM-conference we recom- mend the conference proceedings which are available from the University of Pa- derborn (Email: MFesting@notes.uni-paderborn.de ).The selected papers can be related to three broad IHRM-approaches which are described below: * Cross-cultural management approach: early work in this field (especially in Anglo-Saxon countries) emphasized a cross-cultural management approach which examines human behavior within organizations from an international perspective. * Comparative HRM: A second approach developed from the comparative indus- trial relations and HRM literature seeks to describe, compare and analyse HRM systems in various countries.

Das Heft bietet einen kurzen Uberblick uber die geschichtliche Entwicklnug des Internationalen Managements sowie neuere Ergebnisse aus der internationalen Forschung.

Das vorliegende Special Issue der mir untersucht die Bedeutung kultureller Fragestellungen fur die Entscheidungsfindung auf internationalen Fuhrungsebenen. Von den renommierten Autoren werden die Auswirkungen und Folgerungen des Phanomens Kultur auf das internationale Management diskutiert. Kultur wird hierbei nicht als Residualgrosse moglicher nicht zu erklarender Ursachen-Wirkungszusammenhange verstanden, sondern als zentraler und daher wichtiger Bestandteil fur den Ablauf internationaler Wirtschaftsprozesse. Im internationalen Human Resource Management, so fuhren die Autoren aus, bundeln sich diese Probleme und Entwicklungen. Die Autoren bieten daher in ihren Beitragen eine Problematisierung auf theoretischem Niveau sowie empirische Erhebungen und Beispiele fur praktische Losungansatze. Verzeihnis: Dieses Special Issue der "mir - management international review" untersucht die Bedeutung kultureller Fragestellungen fur die Entscheidungsfindung auf internationalen Fuhrungsebenen.

units. This can be seen as an indicator of the extent to which the MNC is capable of putting its corporate-level resources to work on aglobaI scale. Becerra and San­ tal6 find that about ten percent of the variability of regional units is attributable to corporate effects. The more internationalized the MNC is, the stronger the cor­ porate effect. This suggests that the more internationalized MNCs are also more successful in integrating their international operations, whether by employing worldwide home-grown advantages, or by spreading over the entire organization resources and capabilities developed by a particular subsidiary. This integration within the MNC, that can be assumed to be responsible for the stronger corporate effect in the more internationalized MNCs in Becerra and Santal6's sampie, is the focus of Mauri and Sambharya's paper. These authors study the effect of global integration on the performance of the MNC, operatio­ nalizing global integration as the inter-area product flows within the multinatio­ nal. They find a non-linear relation between global integration and MNC per­ formance. At low levels of global integration, there is a negative relation with performance, which turns positive at intermediate levels, but negative again at very high levels of global integration. Their explanation is that at very low and very high levels of integration the balance between the costs and benefits of global integration activities is negative.

A key challenge is to design governance architectures so that application strategy (uses of a given portfolio of knowledge) and discovery strategy (new combinations of knowledge) can be supported through knowledge sharing.

The major changes in strategy and structure in MNEs increasing levels of global integration, innovation by design, new network structures, outsourcing of major value-chain activities, E-commerce and the backlash against globalization. This special issue includes an overview of the integration-responsiveness framework.

This special issue is devoted to the topic of globalization, one of the most emotionally charged terms in international business today. While globalization is not really a new phenomenon, advances in transportation and communications technology as well as decreasing trade barriers have increased the pace and magnitude of cross border interactions, bringing them to the forefront of discussion for scholars.

Alan M. Rugman's and Cecilia Brain's paper examines the R&D and strate­ gies of the world' s largest finns in the phannaceuticals sector and finds a high degree of intra-regional sales. R&D and sales are more concentrated within North America and Europe than in Asia. In addition, the relative size of the US market, compared to other parts of the triad, creates imbalances with respect to R&D, sales and international strategy. The paper written by Bruce Kogut and Anca Metiu addresses the question of what limits the international distribution of work between rich and poor coun­ tries in the software industry. Their research reveals a convergence among co­ located and distributed projects. The results indicate that the managerial experi­ ence to support global outsourcing of intellectual labor is already advanced, while creativity remains more likely to be located in rich countries. lohn Cantwell, Katherina Glac, and Rebecca Harding analyze the extent and the patterns of specialization of the internationalization of R&D since 1969 by the largest Swiss finns abroad, and by the largest non-Swiss finns in Switzer­ land. They find out that Swiss-owned finns abroad access technologies in the primary fields of their own industry, while foreign-owned finns conducting re­ search in Switzerland demonstrate more technological diversification away from their own primary fields and into sources of local Swiss traditional technological strengths.

impact in terms of new opportunity and risk. In Japan new markets can be in the offering as a result of expected deregulation. But on the other hand greater competition in the home-countries can become a threat, when a host of new fast growing Japanese companies appear on the scene as they break out of oversized and inflexible corporate groups, and seek their fortune independentlyon global markets. Six years after Tiananmen China stands today as one of the worlds leading growth nations. Because of this - and only for this reason - it is recognized and to a certain extent even respected by all countries as a partner in commerce and industry. Trade ties with the western world are stronger than ever before. Japanese trade with China has been booming since 1989, peaking at roughly U. S. $ 38 billion in 1993. U. S. -China trade has almost tripled since 1988 to $ 41 billion in 1993. A similar pattern is seen in China's trade with West Europe which according to Chinese figures amounted to U. S. $ 22 billion in 1993 which was 50% above the volume reached in 1992. Although in China "actual" investment can be way below "approved" investment, the fact remains, that some U. S. $ 20 billion have been poured into the country since 1991 and another $ 12 billion were absorbed in 1992.

impact in terms ofnew opportunity and risk. In Japan new markets can be in the offering as a result of expected deregulation. But on the other hand greater competition in the home-countries can become a threat, when a host of new fast growing Japanese companies appear on the scene as they break out of oversized and inflexible corporate groups, and seek their fortune independently on global markets. Six years after Tiananmen China stands today as one of the worlds leading growth nations. Because ofthis - and only for this reason - it is recognized and to a certain extent even respected by all countries as a partner in commerce and industry. Trade ties with the western world are stronger than ever before. Japanese trade with China has been booming since 1989, peaking at roughly U. S. $ 38 billion in 1993. U. S. -China trade has almost tripled since 1988 to $ 41 billion in 1993. A similar pattern is seen in China's trade with West Europe which according to Chinese figures amounted to U. S. $ 22 billion in 1993 which was 50% above the volume reached in 1992. Although in China "actual" investment can be way below "approved" investment, the fact remains, that some U. S. $ 20 billion have been poured into the country since 1991 and another $ 12 billion were absorbed in 1992.

The papers in this Special Issue show that a new theory of international management built to explain regional-level strategy and structure is required. It presents different approaches that show the necessity of selectivity in internationalization on all levels of economic relations.