Summary
Compared with their U.S. and European counterparts, Australian companies with few exceptions are relative newcomers to global business operations. One of the consequences of the push to internationalize is the need to develop human resource (HR) strategies that effectively utilize a multinational work force.
This article presents a case study of an Australian bank which recently acquired a British competitor with an established global presence. Data were collected through in-depth interviews with company personnel: Australian repatriates, expatriates from the British acquisition currently working in the Australian-based group headquarters, and spouses. The case illustrates the strategic issues confronting companies as they try to cope with the multinational workforce inherited via international acquisition.
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© 1992 Gabler Verlag, Wiesbaden
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Dowling, P.J., Welch, D.E. (1992). The Strategic Adaptation Process in International Human Resource Management: A Case Study. In: Schweiger, D.M., Papenfuß, K. (eds) Human Resource Planning. Gabler Verlag. https://doi.org/10.1007/978-3-322-83820-9_12
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DOI: https://doi.org/10.1007/978-3-322-83820-9_12
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