Global Human Resource Management Competence and Judgment Integrity Capacity: Towards a Human Centered Organization

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Human resource management (HRM) in today's high-velocity, global marketplace is complex and challenging, and practitioners of strategic international human resource management (SIHRM) constantly look for new conceptual frameworks to improve organisational decision making and performance (Taylor, et al 1996: 22; Butler, et al 1991: 13). There is a growing consensus that a key differentiator between the organisational winners and losers in the 21st century will be the extent to which their human resource competence is developed to handle multiple levels of strategic complexity (Bartlett and Ghoshal, 1995: 38; Pfeffer, 1994: 56; Pucik, 1992: 44). In an effort to leverage human resource competence, researchers and practitioners are exploring linkages between HRM and organisational strategy at both the domestic (Sch?ler and Jackson, 1999: 112; Wright andMcMahan, 1992: 296) and international levels (Briscoe, 1995: 34; Kanungo, 1995: 70). Balancing both decentralized flexibility with centralized control and endogenous (internal) factors with exogenous (external) factors appears to promote the best strategic fit of SIHRM with

organisational strategy (Baron and Kreps, 1999: 15; Green, 1999: 57)

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