As organizations globalize their operations, there appears to be an imperceptible shift in focus from internal tangible resources to those of external intangible relational resources; in other words, economies of scale appear to being replaced by economies of global scope. The strategic implications of this swing in the importance of resource bases can also have a significant impact on the international human resource management area. Identifying managers with local market knowledge and contacts becomes a critical consideration in the selection process. Maintaining on-going personal relations in foreign markets helps to cement the inter-organizational relationships being formed through strategic alliances. In the ‘think global, act local’ relational networks of global business, inpatriate managers appear to have the necessary characteristics of both organizational trust and local tacit knowledge to be effective global managers.
© Copyright Taylor & Francis Ltd, 2003
- tangible resources,
- human resource management
Available at: http://works.bepress.com/tim_kiessling/9/