ABSTRACT
This article discusses the relationship between the Human Resource Management function (HRM) and the global strategic planning processes of five leading U.S. multinational corporations. Data were collected by means of interviewing HRM and strategic planning executives, as well as corporate or strategic business unit senior-level line executive personnel. An HRM presence occurred most frequently in discussion pertaining to the implementation of the global strategy, and management succession and management development activities were the most frequently mentioned areas of involvement Edwin L. Miller and Schon Beechler are with the Graduate School of Business Administration, University of Michigan. Bhal Bhatt is with the University of Toledo, and Raghu Nath is with the University of Pittsburgh.
