Show Summary Details

Page of

PRINTED FROM OXFORD HANDBOOKS ONLINE (www.oxfordhandbooks.com). © Oxford University Press, 2018. All Rights Reserved. Under the terms of the licence agreement, an individual user may print out a PDF of a single chapter of a title in Oxford Handbooks Online for personal use (for details see Privacy Policy and Legal Notice).

date: 16 February 2019

Abstract and Keywords

This chapter introduces human resource management (HRM) in emerging markets and explains that in such contexts HRM is still emerging, and characterized by uncertain and unplanned forms of hybridization. The chapter argues that in each emerging market, HRM will depend on the types of actors present and the behavior of those actors. Accordingly, any generalization about HRM across emerging markets doesn’t make any sense. However, there are certain generalizable mechanisms through which the interactions among different actors occur and how these interactions shape HRM in the given emerging market. The chapter discusses those mechanisms and advocates the need to adopt a nested view in order to fully understand how HRM is practiced in emerging markets.

Keywords: emerging markets, HRM, contextualization, nested view, high-performance HRM practices, local adaptation and global integration

Access to the complete content on Oxford Handbooks Online requires a subscription or purchase. Public users are able to search the site and view the abstracts and keywords for each book and chapter without a subscription.

Please subscribe or login to access full text content.

If you have purchased a print title that contains an access token, please see the token for information about how to register your code.

For questions on access or troubleshooting, please check our FAQs, and if you can''t find the answer there, please contact us.