Examines from both applied and theoretical perspectives the effect of national culture on the processes and systems associated with managing human resources across cultural boundaries, as in the case of multinational corporations. The opening topics look at the conceptual and methodological difficulties and challenges facing the practice and research of International HRM. Other topics include: the role of culture in configuring the perceptions and actions of managers and subordinates; HRM systems as cultural artefacts; the clash between culturally diverse indigenous HRM frameworks; and the problems associated with transferring HR management systems across cultural boundaries. Also examines practical issues such as: the selection, preparation, training and management of expatriates, host-country nationals and third-country nationals for international assignments, developing intercultural competence, managing cultural adaptation at the individual and system levels, and the HR processes involved in staffing joint venture partnerships. Case study material used throughout the course is drawn from both Asia-Pacific and European regions.