The authors do a very good job of defining important terms so that the meaning is easily understood. The evidence presented in the article appears to be sufficient to support the argument that transnational competent managers necessitate a broader assortment of skills than traditional international managers. It also supports the idea that the development of transnational competent managers depends on firms' organizational capability to design and administer transnational human resource systems. The authors present a very detailed account of what a transnational human resource system is and how human resource managers can achieve one.
This article did a very good job of representing the process of how a company becomes and stays competitive in the global business environment. It also discussed in detail the reasoning behind why this is important to companies in the present day business world. The one thing that was not discussed in the article was the prognosis for...
Before reading this article I had no idea that there was so much that went into making a global business successful. I now better understand everything that goes into managing human resources in a company that does business around the world.
The article suggests that the purpose of human resource systems, in general, is to employ develop, and retain capable managers and executives. Beyond these core functions, there is also the idea that human resource systems make possible the successful use of those managers who have been hired, developed, and retained. Thus, a transnational human resource system is one that hires, develops, retains and utilizes managers and executives who are capable in the transnational arena.
References
Adler, N.J. & Bartholomew, S. (1992). Managing Globally Competent People. Academy of Management Executive, 6(3), p. 52-65.
