ABSTRACT
This chapter critically evaluates patterns of diffusion of human resource management practices (HRM) in emerging markets, including Asian and African countries. It considers the diversity of practices both cross-culturally and within-country institutional contexts. Including an assessment of key HR issues pertinent to emerging markets such as skills formation, retention and migration, the chapter offers an analysis of hybrid models of HRM and the issue of multinational firm HR practice contextualization or re-contextualization. The question as to whether HRM practices really are different in emerging markets is considered.
