【正文】 sed 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。 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。 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。Britain39。International Human Resourse Management—— Managing Perple in a Multinational ContextTeaching Materials of English16Chapter 1 IntroductionLearning objectivesAfter considering this chapter, the reader will be able to describel The internationalization of businessl The internationalization of HRMl The three major forms of IHRMl Differences between international and domestic HRMl The theories for HRM amp。s fast food, and it proved extremely successful. Within two years the Hong Kong venture was already generating annual sales equivalent to its Blackpool operations. Half of the initial clientele (顧客) in Hong Kong were British expatriates, but within a couple of years, more than 80 percent of customers were ethnic Chinese.Emboldened by this success, Harry Ramsden39。t find an adequate number of traditional citizens to fill positions. Or it is done simply because these individuals make up a large percentage of the local labor force. In any case, the local firm needs knowledge of local laws that govern such employees (such as visa requirements) as well as the ability to integrate these employees with a different language and cultural background into the domestic firm and its workforce.Examples of this situation include the Boulder, Colorado, McDonald39。s culture:Gives them a sense of who they are, of belonging, of how they。 both in the areas of international management and business, and international HRM (Phatak, 1992。 but its biggest potential target market is seen as Japan. In an experimental shop in Tokyo, the Japanese took to this product, despite their traditional aversion to greasy food. So Harry Ramsden39。 International business (IB)216。s managers, however, were not satisfied with this success, they wanted to turn Harry Ramsden39。s or a local petrol station for Shell or BP). In many countries (particularly true in most locales in the US) even these types of firms confront many of the plexities of international business. These plexities include: (1) the hiring of employees who e from another country, culture, and language (recent immigrants) or their families (who may have been born in the new country, and are, therefore, now citizens, but who may still be more familiar with the language and culture with which they grow up at home than with that of their family39。 cultures. And increasingly, businesses of all types are involved with an evergrowing variety of countries and cultures.People39。換句話說，採行科層式的正式結(jié)構(gòu)未必使組織資源的運(yùn)用更為有效，但是卻可以因其合法性的增進(jìn)使外界對其認(rèn)可與支持，是故，即使沒有效率亦不影響組織的運(yùn)作與生存。d probably e a cropper (失敗) when we internationalized. We need experience now.2. The importance of study IHRMACTION Demonstrate the issue by a case in ShanghaiSupplementary material from China Daily, 20080102, page 5Shanghai ‘heaven’ for expatriates~ 60,000 foreign professionals drawn to opportunities in cityBY WANG HONGYI AND QIAN YANFENGSHANGHAI: For 28yearold Selvamaniam Kosala, working in Shanghai is both a refreshing and rewarding experience. The electronics engineer from Kuala Lumpur, Malaysia, moved to the city in November 2005 with her husband, a product manager for the AsiaPacific region of Royal Philips Electronics. Kosie, as she likes to be called, said that while she was quite content with her life and work back home, the opportunities offered in a rapidly developing China were just too good to resist. I think I made the right decision. Kosie said. The city provides great opportunities for foreigners like us who want to start a career here. Kosie works in the technical writing division at IBM in the city39。 Small and mediumsized enterprises (SMEs)216。s premium (特級的) fishandchip shops, Harry Ramsden39。As the global economy expands, as more products and services pete on a global basis and as more and more firms operate outside their countries of origin, the impact on various business functions bees more pronounced. Practitioners in all business functions must develop the knowledge, skills, and experience i