Strategic IHRM
This strategy seeks to balance global integration with local responsiveness.
Transnational strategy
This term refers to the combining of two companies from different countries into one new legal entity.
Cross-border merger
This cultural framework measures dimensions such as Power Distance, Individualism and Uncertainty Avoidance.
Hofstede's Cultural Dimensions Theory
This staffing philosophy fills key positions with employees from headquarters.
Ethnocentric staffing approach
This type of training prepares employees to live and work successfully in another culture.
Cross-cultural training
This IHRM strategy allows subsidiaries significant autonomy to adapt HR practices to local conditions.
An Active IHRM Strategy
This HR process helps identify differences in leadership, communication, decision-making and values before integration begins.
Cultural due diligence
Employees rarely question their manager's authority because hierarchy is widely accepted. This cultural dimension is high.
Power Distance
Selecting the best candidate regardless of nationality describes this staffing philosophy.
Geocentric staffing approach
This model describes training as a continuous process beginning with needs assessment and ending with evaluation.
Systems Model of Training
This occurs when an organisation's HR strategy supports and reinforces its international business strategy.
Strategic alignment (or strategic fit)
This phase of the M&A process focuses on integrating people, systems and organisational cultures after the deal closes.
Post-merger integration/ Post combination and implementation
This term describes the psychological discomfort and disorientation a person feels when adjusting to an unfamiliar culture.
Culture shock
Besides technical competence, successful expatriates usually possess high levels of this capability for working effectively across cultures.
Cross-cultural competence
This leadership capability enables managers to think beyond national boundaries while balancing local and global perspectives.
Global mindset
A multinational standardises compensation globally but allows recruitment practices to vary locally. This illustrates balancing these two competing priorities.
Global integration and local responsiveness
This phase of the M&A process of combination includes target screening and the pre-bid evaluation of the potential acquisition.
Phase 1 – Pre-combination
An international manager asks, "How might culture influence this situation?" instead of saying, "Culture is the reason this happened." This manager is applying culture in this way.
Culture as a diagnostic lens
An employee accepts an international assignment but their spouse cannot adjust to the new country. This overlooked selection factor contributes to many expatriate failures.
Family readiness (or family adaptability)
This term describes the process of readjusting an expatriate back into their home country and organization after an international assignment.
Repatriation
Should multinational companies standardise all HR policies across every country? Defend your answer.
Strategic alignment, Global integration vs local responsiveness, Advantages and disadvantages of standardisation, Recommendation with justification
Most mergers fail because of people, not finance." Do you agree? Why or why not?
HR's role in integration, Culture, Communication, Leadership, Change management, Balanced argument
Should managers change their leadership style when working across cultures? Why or why not?
Cultural intelligence, Adaptation vs consistency, Culture as a diagnostic lens
Which is more important when selecting global talent: technical competence or cross-cultural competence? Defend your position
No single correct answer, Strategic context matters
Your CEO wants to reduce costs by replacing most international leadership development programmes with AI-based learning. Would you support this decision? Explain.
Benefits of AI, Limitations of AI, Importance of experiential learning, Cross-cultural competence, Global mindset, Balanced recommendation