Abstract

The globalization of the field of human resource management (HRM) has led to some common changes in international HRM practices. On the surface, this indicates a degree of convergence. With deeper examination, however, a different picture emerges. Many differences in HRM remain due to a variety of limiting factors, ranging from economic stages of development to business strategies, national culture, and fixed enterprise mindsets. Using evidence from a selection of diverse economies in Asia, this article explores and maps out these patterns and discusses the challenges for research and management practice.