Global Partnerships
The world markets today are full of international partnerships. Notably, businesses need an overseas partner to help navigate foreign policies, business, and customs. Moreover, cross-cultural partnerships succeed because human resources (HR) have a hand in providing relative information to corporate management in candidate selection. All in all, organizations must analyze the factors that drive companies to international alliances, HR contributes sound advice to the executive management team before joining with potential partners, and HR is making a move toward decision-making process in partner collaboration.
The Five “Cs” in Cross-Cultural Partnerships
Nowadays, firms align with other companies globally to gain a market position in that particular continent or country when parent companies cannot penetrate that market by themselves. After all, businesses that are expanding worldwide will need a partner who is familiar with cultural customs, languages, lifestyles, and the government if corporations want to acquire an intercontinental presence; so there are five factors cross-cultural business alliances should consider in a partnership.
First, partners
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HR personnel has a responsibility to see that he or she is a part of the collaborative venture have his or her wellbeing in mind, possess the right set of skills to work in other countries, and mental preparedness to work with people from different cultural backgrounds (Bartolome, Francisco, & Sabater, 2002). Alliance executive members should possess skills to learn from their partners such as “flexibility, humbleness, integrity, and sensitivity” (Bartolome et al., 2002, p. 38). Although alliance leaders have cross-cultural competencies, it is crucial to designate as many executive collaborators to maintain commitment and objectivity, so the partnership produces market positive results (Bartolome et al.,
While there are many various global issues that affect the International Human Resource Management to run efficiently, there are two key concepts that play a major role in understanding how to approach them with cohesive and a well coherent strategy; they are the International Human Recourse Management Strategy and Understanding the Cultural Environment. In the International Resource Management strategy, many companies will do their research in finding companies that offer the following:
In closing it is important to note that making HR a strategic partner, having the ability to attain a competitive advantage through HR, creating an effective performance management policy and having the ability to effectively measure HR’s impact will be a key driver to success
Allied Global Services is a privately held recruiting company with corporate headquarters in the Kansas City area and regional offices throughout America. Founded in 1966, Allied Global is celebrating their fiftieth year in business. During these fifty years, Allied Global has diversified their services and expanded their company. Allied Global Services creates and retains relationships with clients by identifying their needs and delivering solutions so they can grow and prosper. The management teams of Allied Global provide excellent customer service for sourcing and recruiting.
Yan, A. and Luo, Y. (2001), International Joint Ventures: Theory and Practice. (New York and London: M.E. Sharpe, Inc.).
Wright, Norman S., and Glyn P. Drewery. "Cross Cultural Management: An International Journal | Forming Cohesion in Culturally Heterogeneous Teams: Differences in Japanese, Pacific Islander and Anglo Experiences." Emerald. 1994. Web. Nov.-Dec. 2011. .
HR as a strategic business partner can therefore be defined as an arrangement between different departments within an organization to help
Introduction In the world we are living in today globalization has enhanced the development of many global companies that functions next to geographical boarders. A lot of business are increasing through alliances and joint ventures to partner together to create more revenue and solutions to the problems. This problem has caused an increasing number of employees wanting to gain international experience outside of their home-based countries. Trent Spencer is an African American male that is 34 years old.
A multinational corporation is an entity that its headquarters is based in one country and incorporates a group of organizations that are geographically distant and have various goals. "Such an entity can be conceptualized as an inter-organizational network that is embedded in an external network consisting of all other organizations such as managers, customers, suppliers and regulators"(Ghoshal & Barlett, 1990). As the organizations develop and find their way into significant growth they are inclined to identify the goals, perspectives, assimilation, and rules of their framework. The role of the managers in such entities is to coordinate organizations that work in various cultures and environments, in which the levels of involvement, diversity,
The underlying argument or reasoning behind Ohmae's opinion that strategic alliances, or entente, are the only way forward for all companies competing globally. "Globalization mandates alliances, makes them absolutely necessary." (Ohmae, 1989). The author has supported this viewpoint, that globalization makes strategic alliances necessary as vehicles for customer-orientated value, with four issues facing today's companies: 1. The Californization of Need; 2. The Dispersion of Technology; 3. The Importance of Fixed Costs, 4. Dangers of Equity.
What are the HR Strategies that management must undertake and support to create a successful global presence to insure the success of an organization in meeting its goals and mission?
The company has goal and strategic choices which include expanding and becoming a global organization. This will apparently facilitate and enhance the company’s ability to reach and help more underprivileged people. Furthermore, DDD require its rank-and-file staff to have business-specific skills like business etiquette, keyboard skill, email composition skill, and English proficiency. These skills are essential for a staff working in an IT organization. The skill DDD needs from its management staff is human resources (HR) management experience which covers every aspect of employments. Finally, DDD organization is finding it difficult to recruit the management staff it needs due to the scarcity of local talents and the organization has seen an advantage for entering into a joint venture with a partner organization. The partner organization could have the management talent that DDD does not
International businesses are also finding new ways of increasing diversity abroad. Instead of using expatriate employees as management, they are starting to hire locals. Companies that operate abroad are realizing that using expatriate employees is not a permanent solution. They are often expensive, and are not capable of translating their skills into the new environment. In a company that operates globally, it is important that the company knows how to relate to the local markets, and a great way to do this is by hiring local talent. Hiring locally is cheaper, there is not a language barrier, and they are accustomed to the business environment in the area(5). They can also help the business by providing a new perspective into international markets, and offer ways that the company can improve their diversity abroa...
Di Stefano, J.J. & Maznevski, M.L. (2000) ‘Creating value with diverse teams in global management’, Organizational Dynamics, Vol. 29, No. 1, pp. 45 – 63,
In today's global business environment, managing diversity in human resources has become a very important and crucial issue. Human resources management has a lot to deal with managing workers/employees from different countries and nationalities. Managing multinational human resources becomes an issue not only in the multinational corporations, having their offices or plants in different countries, but also in the domestic companies, with domestic workforce becoming more and more diverse each day. Creating an HR that has the ability to recruit and select the right people and the ability to effectively socialize and train employees will allow multinational companies to excel in all business aspects.
Since the end of World War II, international operations have become a reality for an increasing number of corporations. Many of these initial efforts began as simple export schemes to sell goods overseas to supplement domestic sales. Over time, however, international operations have become increasingly more complex: from joint-ventures to purchasing existing foreign firms to ‘green-field’ start-ups. While export operations usually require no more than extended business trips overseas, more complex international operations demand long-term assignments of key personnel outside their home-country. What would normally be considered routine business transactions in the home country can become very complicated when they are conducted between individuals and organizations from different cultures. In this essay we will examine how this cultural gap can affect international business and joint ventures.