Special Issue "HRM and Firm Internationalization: How Does HRM Deal With Firm Internationalization?"

A special issue of Administrative Sciences (ISSN 2076-3387).

Deadline for manuscript submissions: 1 December 2018

Special Issue Editor

Guest Editor
Prof. Dr. Huub Ruël

The Hague Hospitality Business School, University of Twente, 7522 NB Enschede, Netherlands
Website | E-Mail
Interests: competences for commercial diplomacy and international business; competences for international business diplomacy and multi-stakeholder management; competences for international entrepreneurship in fragile states

Special Issue Information

Dear Colleagues,

In today’s global economy, entrepreneurs, start-ups, and established businesses alike feel the pressure from international competitors. Start-ups, born globals and born glocals need to start thinking right from the start how they are going to position themselves in the competitive international arena, rather than thinking only in terms of positioning in their local or national geographical environment. Established businesses in a national environment nowadays experience constant pressure from international competitors since products and services easily cross borders. This has consequences for the development of human resource management and talent management strategies. For example: A start-up firm needs to consider and decide on how and where it will attract, recruit and select its human resources when the business starts to expand across national borders. What kind of future talents will the start-up need? When established firms in national markets decide to internationalize, they are confronted with the same type of questions: to hire locally or internationally? In addition, the HRM function itself is also affected by firm internationalization. When the company is serving just the home market, the HRM function most likely focuses on hiring locally and dealing with national labour market regulations and strategies. HRM policies and practices only need to be in the national language rather than in multiple languages or in a chosen firm-wide language.

When businesses, new or old, decide to internationalize, HRM strategies and practices need to be adjusted. The HRM function will experience this in the way it is organized, the way it operates and the HR talents it aims to hire for the future. The HRM competences needed to deal with and facilitate firm internationalization are affected.

Research on international HRM or firm internationalization is rather extensive already, but research on the impact of firm internationalization on HRM strategies, practices, function, roles and competences is rather limited. The change processes that HRM experiences due to firm internationalization and how it deals with them have also hardly been explored.

This Special Issue aims to publish a set of high-quality articles on the innovative and urgent topic of HRM change related to firm internationalization: What happens to HRM when firms internationalize?

This call for papers invites manuscripts focusing on the following questions, but is not limited to them:

  • How does the HRM function deal with firm internationalization?
  • How do HRM departments deal with the change from a local to an international focus?
  • How are HRM and Talent Management strategies and practices being transformed from a local, national to an international focus?
  • What is the impact of firm internationalization on the roles of HRM professionals?
  • How is HRM strategy implementation affected by firm internationalization?
  • How do middle and first-line managers deal with HRM changes due to firm internationalization?
  • What change processes do HRM departments experience due to firm internationalization?
  • How does firm internationalization impact HRM competences?
  • What are the consequences of HRM change failure for firm internationalization?
  • What theories can help us to understand and explain the relationship between HRM and firm internationalization?

This Special Issue call for papers welcomes conceptual and empirical papers and a wide range of research methodologies.

After an initial selection of submitted work based on fit with the Special Issue, a selected set of papers will go through a peer-reviewing process.

Prof. Dr. Huub Ruël
Guest Editor

Manuscript Submission Information

Manuscripts should be submitted online at www.mdpi.com by registering and logging in to this website. Once you are registered, click here to go to the submission form. Manuscripts can be submitted until the deadline. All papers will be peer-reviewed. Accepted papers will be published continuously in the journal (as soon as accepted) and will be listed together on the special issue website. Research articles, review articles as well as short communications are invited. For planned papers, a title and short abstract (about 100 words) can be sent to the Editorial Office for announcement on this website.

Submitted manuscripts should not have been published previously, nor be under consideration for publication elsewhere (except conference proceedings papers). All manuscripts are thoroughly refereed through a single-blind peer-review process. A guide for authors and other relevant information for submission of manuscripts is available on the Instructions for Authors page. Administrative Sciences is an international peer-reviewed open access quarterly journal published by MDPI.

Please visit the Instructions for Authors page before submitting a manuscript. Submitted papers should be well formatted and use good English. Authors may use MDPI's English editing service prior to publication or during author revisions.


  • HRM
  • International business
  • firm internationalization
  • talent management
  • HRM competences
  • HRM change
  • HRM function

Published Papers (1 paper)

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Open AccessArticle Role of Employer Branding Dimensions on Employee Retention: Evidence from Educational Sector
Adm. Sci. 2018, 8(3), 44; https://doi.org/10.3390/admsci8030044
Received: 10 June 2018 / Revised: 27 July 2018 / Accepted: 2 August 2018 / Published: 14 August 2018
PDF Full-text (442 KB) | HTML Full-text | XML Full-text
Owing to a “War for Talent” every organization is struggling for the best employer status. Thus, attracting, recruiting and retaining talented human capital is the primary focus of every organization. In this regard the aim of the present study is to answer the
[...] Read more.
Owing to a “War for Talent” every organization is struggling for the best employer status. Thus, attracting, recruiting and retaining talented human capital is the primary focus of every organization. In this regard the aim of the present study is to answer the most frequent and recently asked question of what value(s) organization focus on the retention of their workforce? In so doing, Social Learning Theory and Reciprocity Theory were used as a theoretical background; to further proceed with the study, data was purposively collected from 204 respondents from educational institutes of Pakistan. Findings of the study revealed that development value has a substantial relationship with employee retention. Since, development of new knowledge and skills results in the improvement of one’s present job. Furthermore, limitations and implications of the study are discussed. Full article

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