【正文】 operations the HR manager39。s began to look for Japanese partner to establish a joint venture in Japan.As for the future, Richard Taylor states their international strategy: we want Harry Ramsden39。s, though, founded in Guiseley, Yorkshire, in 1928, is one of the few that have opened shops at multiple locations. BY 1994 the pany had eight branches in Britain, with four more scheduled for opening, and one in Dublin, Ireland. Its busiest UK location is in the resort town of Blackpool, generating annual sales of 163。 International Human Resource Management (IHRM)216。 Multinational enterprises (MNEs)216。 million (US$ million). Harry Ramsden39。s to bee a global brand. In the short term the greatest return will be in the UK. But it would be a mistake to saturate the UK and the turn to the rest of the world. We39。s home country a philosophy and organizational culture and practices that are different and/or unfamiliar. This situation involves HR management as practiced by, for example, an American working in the US subsidiary of a foreign firm such as Sumitomo Bank, Sony, or Volkswagen, or in the now foreignowned (previously USowned) firm, such as Combustion Engineering (now a subsidiary of Asea Brown Boveri, ABB) or HaagenDazs ice cream (now owned by Grand Met of Great Britain), or Chrysler Group (now owned by Daimler Benz). Or it applies to the German HR manager working for Ford Motor Company in Germany or for Braun, in Germany (now owned by Gillette), or the Japanese HR manager working for the Japanese subsidiary of IBM in Japan or for Nissan, now with majority ownership by Renault from France.The different munication and business practice styles, motivation philosophies, and organizational structures and frequent lack of understanding of the hostcountry cultures, markets, employment laws and practices, and language, by the parent pany, can cause difficulty for the local HR manager, and thus force that hostcountry HR manager to confront aspects of internationalization that are just as difficult as those confronted by the homecountry HR manager working at headquarters and dealing with the export of policy and practice. The employment of foreign citizens (or recent immigrants and/or their families)The situation of A firm depicts what is on the surface a purely domestic firm, such as a hospital, farm, dry cleaner, ski resort, or restaurant (or the purely domestic operations of an MNE, such as the local fastfood franchise for McDonald39。policies and procedures. Organizations are viewed as being able to succeed by gaining and retaining control over scarce valuable resources, such as human resources.. Competitive advantage theory Competitive advantage theory dictates that a petitive advantage exists if the resource is rare, inimitable, nonsubstitutable and valuable. Competitive advantage can be sustained through continued training, support of organizational culture, selection processes and other traditional human resource practices.. Institutionalist theory Institutionalism suggests that organizations operate in a manner consistent with the rationalized myths (合理性迷思) 合理性迷思: (rationalized myths) 以及儀式性的規(guī)範(fàn)意義，使得行這種類型者得以在組織環(huán)境中增加其正當(dāng)性。 The theories for HRM: resource dependence theory, petitive advantage theory, agency theory, general system theory, human capital theory, transactions cost theory.Chapter 2 Country Culture and MNE Culture1. The most important issue: cultureKnowledge about and petency in working with country and pany cultures is the most important issue impacting the success of international business activity. And possibly the area of business that is most impacted by cultural differences is the human resource function. That is, the most important issue in the successful conduct of both international business and international HRM is: culture. Accordingly, this chapter provides an introduction to the concept of culture as it impacts the conduct of international business, in general, as well as ways in which cultural differences impact the responsibilities of international human resource management, in specific. Because it is so closely linked with the issue of culture (both in its focus and in how it is conducted), this chapter also discusses research in IHRM and the importance of research in helping to understand the impact of culture on the international organization and on IHRM.Every country has at least some differences from all others, ., its history, government, and laws. The more countries with which a firm interacts (sells, sources, hires or transfers employees, develops joint ventures, etc.), the more plex and difficult conducting business bees. The primary cause of this plexity and high level of difficulty has to do with the importance and critical nature of the differences between various countries39。s varying values, beliefs, and behavior patterns are critically important to the success of every aspect of international business, including such activities as crossnational negotiations, sales interactions between people from different countries, management of the performance of employees from different countries, the understanding and treatment of contracts between firms from different countries, and all HR responsibilities, such as staffing, pensation, training, labor relations, and performance appraisal.Often, business peopleparticularly those with limited international experience operate with the expectation that the business methods and models to which they are accustomed will work just as well in business interactions in other countries. People and panies with long experience in the international arena suggest that such positive overlap is rarely the case. See the Figure bellow, drawn from a survey of executives from around the world, reports on their perceptions of how well intercultural understanding is developed in the munities in which they operate. Evidently, at least in these executives39。 that will garner (獲得, 得到, 收集) them l