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Globalising the international mobility function the role of emerging markets, flexibility and strategic delivery models

Research output: Contribution to journalJournal articlepeer-review

<mark>Journal publication date</mark>2012
<mark>Journal</mark>The International Journal of Human Resource Management
Issue number12
Number of pages24
Pages (from-to)2404-2427
Publication StatusPublished
<mark>Original language</mark>English


This paper reports on a study of functional delivery strategies used in international mobility (IM) functions as they support the organisation in its pursuit of globalisation. This study is based on 47 interviews with International Mobility Directors across a variety of sectors. It examines how these managers use three strategies to manage local responsiveness (emerging market strategy as an industrial push force; flexibility strategy as an environmental demand or pull force; and strategic HR delivery model as an administrative heritage, organisational capability and infrastructure force) to enhance the ability of the IM function to perform globally as the organisation seeks to both co-ordinate (develop linkages between geographically dispersed units of a function) and control (regulate functional activities to align them with expectations) mobility activity across borders.