Impact of Culture in
International Human
Resource Management
Martin

Human Resource Management relates to the processes involved in managing people in international enterprises (Helfrich, et al., 2008). Although the literature has identified several criteria to classify the degree or intensity of an enterprise´s multi- or transnationality for this short abstract a multinational enterprise can be defined as “an enterprise which conducts it activities, control production or service facilities and activities that add value in more than one country”
(Zurawicki, 1979). Among the first enterprises driving global business were those who signed on crews and chartered ships, handled, loaded and imported tea from India for the British
The key objective should be to include so smoothen the effect each national culture has on the human workforce and try to work towards creating its own unique Business Culture. The most effective cultural elements must be chosen, merged and fine-tuned over time to fulfil the need of an organization in order to synergize and achieve common goals and vision effectively. Although culture may differ from one business-unit to the other, the same culture must be shared among fellow employees in Multinational enterprises within the same organization in order to synergize and achieve common goals and vision effectively (Jerome, 2013).

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References
Bird, A. & Stevens, M., 2003. `Toward an emergent global culture and the effects of globalization on obsolescing national cultures. Journal of International Management, 9(4), pp.
395-407.
Grabo, B., Mayère, A. & Bazet, I., 2008. ERP Systems and Organisational Change: A Sociotechnical Insight. 1st Edt. London, England: Springer.
Helfrich, H., Dakhin, A. V., Hölter, E. & Arzhenovskiy, I. V., 2008. Impact of Culture on Human
Interaction: Clash Or Challenge?. 1st Edt. Göttingen, Germany: Hogrefe Verlag.
Hofstede, G., 1991. Culture and