【正文】 United States and South Korea. Most of them have good academic qualifications, with 89 percent holding bachelor39。 as well as (2) having to deal with petition from foreign firms for customers and supplies, or for capital which may well e from foreignowned firms, or petition from these firms for resources, including employees.Sometimes this domestic firm hires, or even relies on, foreignborn or firstgeneration immigrant employees because the employer can39。s actions is difficult for the employer.. General systems theory General systems theory views systems as made up of plex, independent parts. Inputs to this open system e from the environment, are transformed during processing through the system, and are returned to the environment. Using an open systems model, HRM is studied as a subsystem within the larger system of the organization.. Human capital theory Human capital theory appears largely in the economics literature in reference to (關(guān)于) people39。 perceptions, people from some countries exhibit a much greater degree of such expertise than do people from other countries. And presumably, therefore, business people from such countries have an advantage in the conduct of international business.At the core of success in these endeavors is the need for cultural awareness and understanding of effects of culture on daytoday business operations.2. General introduction of cultureThe concept of cultureThere have been many definitions of the concept of culture offered over the years.The following definition is that culture is the characteristic way of behaving and believing that a group of people in a country or region (or firm) have evolved over time and share. The roles of cultureThus a people39。 The Storey’s points of view (namely, parison between personnel and HRM)。 Dowling et al., 1999). With the concern for being global and the concern about the transfer of learning and being multidomestic and, therefore, simultaneously being sensitive to local conditions, several strategic concerns relevant to international HRM arise. For example, can and how do MNEs link their globally dispersed units through human resource policies and practices? Can and how do MNEs facilitate a multidomestic response that is simultaneously consistent with the need for global coordination and the transfer of learning and innovation across units through human resource policies and practices? A model for SIHRMSee Chapter 3, Golbal Workingforce Planning.5. The theories of HRM and IHRMTheoretical frameworks for human resource management The area of HRM today is being supported, developed, and understood using a variety of theoretical frameworks (Jackson and Schuler, 1995).. Resource dependence theory Resource dependence theory stems from the relationship between an organization and its constituencies (顧客, 支持者). This theory emphasizes the need for resources as being primary in the determination of39。s foreign operations. Usually the parent firm either applies its parentcountry HRM practices directly toits foreign subsidiaries, or it tries to merge its personnel practices with those that are mon in the host countries. In terms of HR management in the foreign subsidiaries of MNEs, as a matter of practice and probably necessity, local HR managers are almost always hostcountry nationals (HCNs). That is, these positions do not tend to be filled with HR managers from the parent firm (although these subsidiaries are usually established through the efforts of parentcountry managers and HR managers). The use of local HR managers as part of the subsidiary management team makes sense because the hostcountry workforce is normally hired locally and work rules and practices must fit local laws and customs. Hostcountry nationals are more likely to be effective in the subsidiary HR position than are expatriate HR managers from the parent firm, even though HR policy is often dictated from the parentpany headquarters. (However, HR policy is typically though not always adapted to fit local law and Custom.) This centralization of HR policy can create problems with interface for hostcountry (subsidiary) managers including local HR managers who will differ in their orientations from the parentcountry (HQ) HR managers.An additional plexity, however, for IHRM, involves the increasingly mon headquarters strategy in global firms that wants as many managers as possible to acquire international experience. This often also includes HR managers. So MNEs are beginning to send HR managers on foreign assignments as well as other types of managers. The result of this is that increasingly it may be possible to find HR managers serving in HR positions outside their countries of origin which could involve an HR manager either from headquarters or from a foreign subsidiary being posted to another country (that is, being an expatriate HR manager on assignment to a foreign subsidiary or regional office, in the case of a parentcountry national or to another subsidiary or to headquarters, in the case of a hostcountry national). This situation, working as a parentcountry HR manager for an MNE, at headquarters or on foreign assignment, is the first and most monly studied and written about role in IHRM. The operation of foreign firms in the home countryThe second possibility for IHR involves the HR manager who works at home in the foreign subsidiary of a foreign MNE (or the HCN HR manager mentioned in the previous paragraphs). Increasingly, this could also involve working for a homecountry firm that has been purchased by a foreign firm and thus is now a foreignowned firm. In either case, the HR manager is now on the receiving end of corporate policy as it relates to HR practices. This will include working with a foreign headquarters (and, often, expatriate managers sent from the foreign now parent pany) and typically will involve having to integrate into the local