There is now a wealth of literature on the topic of international human resource management (IHRM). However, much of this literature has been devoted to the study of the large multinational which employs thousands of employees and operates at a transnational level. In addition, much of the space given to the analysis of IHRM
practices has concentrated on the management of expatriates. Yet, most organisations are now faced with the prospect of becoming international companies if they are to survive in an increasingly global economy.