This article extends previous work on international human resource management by contextualizing an integrated model based on the practice of human resource management (HRM) in Central America and Panama. Based on research and insights contributed by a panel of expert HRM scholars and practitioners, the article begins with a description of the regional socio-economic factors that influence this function and of the institution of HRM in Central America and Panama. Case studies provide examples of adaptive and exportive HRM approaches. After viewing the model from a Central America perspective, we propose modifications to reflect (1) a more embedded, interactive approach, (2) the reality of hybrid models rather than pure HRM approaches and (3) the necessity of viewing regional HRM as an institutional system.
- Central America,
Available at: http://works.bepress.com/asbjorn_osland/22/