M1c: culture and international human resource management




BEFORE ACCEPTING THIS PAPER, make sure you have thoroughly reviewed the concepts of host, home, and third country nationals as well as ethnocentric, polycentric, and geocentric strategies. Rao (2010) is the main reference for these topics but the tutorial and video will also help as will Newlands and Hooper (2009). Make sure you are also thoroughly familiar with Hofstede’s cultural dimensions and other aspects of national culture. Carpenter and Dunung (2012) as well as Hofstede’s webpage will help with this topic.



1.  Suppose a British computer company has a top-secret manufacturing technology. They are expanded overseas to China and Bangladesh to establish new factories using this secret technology. What kind of staffing policy do you think they should use when hiring managers for their new factories? Should they emphasize parent country nationals in their hiring? Host country nationals? Third country nationals? Explain your reasoning and cite Rao (2010) as part of your answer.


2.  An American beverage company is planning an expansion both to France and to India by merging with some local companies in these countries. Based on Hofstede’s measures, which of these mergers would be easier to manage? What type of global selection approach to hiring do you think would be used in France and India—ethnocentric, polycentric, or geocentric? Explain your reasoning, and cite Rao (2010) as part of your answer.


3.  Bob Smith is the CEO of an American company. All of his employees, even entry-level employees, call him “Bob” rather than “Mr. Smith.” He has an open-door policy where any employee can stop by his office to share their concerns. While Bob is approachable, he is also quick to reward employee performance through pay raises or bonuses and quick to punish poor performing employees with suspensions or even termination. Now Bob is planning on opening a new branch of his company in South Korea. Which of Bob’s practices may have to change in the Korean office? Refer to Hofstede’s dimensions and to Carpenter and Dunung (2012) as part of your answer.


4.  Rick is an American corporate executive who gets assigned to the company’s China branch. His first month in China is difficult for him. He is frustrated when people don’t know English, is shocked by the non-Western restroom facilities, and can’t handle most of the food served in the restaurants. After a few months, he starts to learn the language a bit and makes some friends with some local residents. How does Rick’s first few months differ from the four-step “U-shaped” curve discussed in Rao (2010)? What techniques discussed in Rao (2010) could Rick’s company have used to help prevent his initial culture shock?




1. Rao (2010) http://affordableessays.net/samples/1434748969483International_Business_Environment%20case%201.pdf


2. Carpenter and Dunung (2012)



3. Newlands, D. J., & Hooper, M. J. (2009). Chapter 12: International human resource management. In The global business handbook: The eight dimensions of international management. Farnham, Surrey, England: Gower. [EBSCO eBook Collection]


4. Hofstede, G. (2012). National culture dimensions. The Hofstede Centre. Retrieved from http://geert-hofstede.com/national-culture.html




1. DUE: 22 JUL 2017 BY 12:00 PM EST.




3. Answer the questions directly.


4. Stay focused on the precise assignment questions. Don’t go off on tangents or devote a lot of space to summarizing general background materials.


5. MAKE SURE TO USE THE LISTED SOURCES (4-5 sources per paper). Make sure additional sources are from reliable and credible sources. Articles published in established newspapers or business journals/magazines are preferred. If you find articles on the Internet, make sure they are from a credible source.




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