Managing people in a global context

Managing people in the global context is a dynamic research theme within the field of International Business that explores the intricacies of managing a diverse workforce across cultures and borders. It encompasses a wide range of topics, including cross-cultural management, global leadership, global teams, equality, diversity and inclusion, expatriation, global talent management, and the future of global work.

This research theme recognizes the increasing globalization of business and the critical importance of effectively managing people in the global context. It aims to enhance our understanding of the challenges and opportunities faced by organizations operating across borders and cultures and how to navigate them effectively. By examining various aspects of managing people in global settings, this research sheds light on best practices, strategies, and policies that promote inclusive and effective management practices.

Our research explores topics such as the implications of a rapidly changing world on multinational enterprises and individuals, gender diversity management in foreign subsidiaries, the role of global talent management in organizational resilience during crises, the development of expatriate managers, the impact of COVID-19 on international human resource management (HRM) practices, and the evolution of HR policies in multinational enterprises.

Our researchers

Featured publications

• Lazarova, M., Caligiuri, P., Collings, D., & De Cieri, H. (2023). Global work in a rapidly changing world: Implications for MNEs and individuals. Journal of World Business, 58, 101365.
• Bader, A., Froese, F., Cooke, F. L., & Schuster, T. (2022), Gender diversity management in foreign subsidiaries: A comparative study in Germany and Japan, Journal of International Management, 28(3), 100921.
• Lee, J. Y., Yahiaoui, D., Lee, K. P., & Cooke, F. L. (2022). Global talent management and multinational subsidiaries’ resilience in the Covid-19 crisis: Moderating roles of regional headquarters’ support and headquarters–subsidiary friction, Human Resource Management, 61(3), 355-372.
• Wang, D., Vu, T., Freeman, S., & Donohue, R. (2022). Becoming competent expatriate managers: Embracing paradoxes in international management. Human Resource Management Review. 32(3), 100851.
• Caligiuri, P., De Cieri, H., Minbaeva, D., Verbeke, A., & Zimmermann, A. (2020). International HRM insights for navigating the COVID-19 pandemic: Implications for future research and practice. Journal of International Business Studies, 51, 697-713.
• Xie, Y. H., & Cooke, F. L. (2019). Quality and cost? The evolution of Walmart’s business strategy and human resource policies and practices in China and their impact (1996-2017). Human Resource Management, 58(5), 521–541.
• Zhu, C. J., De Cieri, H., Fan, D., & Zhang, M. M. (2018). Expatriate management in emerging economy multinational enterprises (EMNEs): reflection and future research agenda. The International Journal of Human Resource Management, 29(11), 1787-1798.

Watch, listen, read

• Rethinking what talent looks like, Impact Monash Business School, 2015.
• 7 ways employers can respond to help calm the fear of COVID-19, Impact Monash Business School, 2020.