ABSTRACT
In international business it has long been recognized that organizational ‘strategy (the what) is internationalizing faster than the implementation (the how) and much faster than the managers and executives themselves (the who)’ charged with its development and execution (Adler and Bartholomew 1992: 52). Indeed, Harvey et al. (2001: 899) posit that:‘Successful formulation and implementation of a corporate strategy for managing global operations requires a commensurate strategy for managing international human resources.’
