ABSTRACT
This chapter explores the comparative effect of context on the senior management role. A comparison is presented between HR directors of DEs and those working in MNEs in the case of a developing market setting, in the country context of Brunei. This chapter presents support for the perceived value of MNEs in establishing more innovative and combined methods for managing people, although there have remained a number of limitations in terms of the degree to which they might position themselves as evangelists in the case of new methods implemented by their local peers. On the other hand, local organisations are seen to be far more inclined to emphasise administrative considerations as opposed to strategic ones. The implications for theory and practice are drawn out in the chapter.
