Wocke, AlbertBendixen, MichaelRijamampianina, Rasoava2007-08-312007-08-312007-05Wöcke, A, Bendixen, M & Rijamampianina, R 2007, 'Building flexibility into multi-national human resource strategy : a study of four South African multi-national enterprises', The International Journal of Human Resource Management, vol. 18, no. 5, pp. 829-844. [http://www.tandf.co.uk/journals/routledge/09585192.html]0958-5192http://hdl.handle.net/2263/3427The study describes four approaches for configuring corporate HR strategy by firms from an emerging market when dealing with the integration-differentiation dilemma. Most research on strategic international HRM is on the perspective of the affiliate or discusses the degree of isomorphism between the HRM practices of the parent and affiliate. The authors apply a cross-case analysis of the cases of Nando's International, MTN International, Sasol and SABMiller, focus on the implementation of corporate HR strategies from the parent's perspective and show that MNEs differ in the scope and level of abstraction of their corporate HR strategies. It is further suggested that this is primarily due to differences in business model, the need to accommodate national culture, the type and role of organizational culture in the MNE, which impact on the level of convergence of HR management practices. In all of the cases, there is a large degree of variance in these factors.116326 bytesapplication/pdfenTaylor & FrancisEmerging marketsInternational human resource strategyMNESouth AfricaInternational business enterprises -- Personnel managementPostprint Article