ABSTRACT
International HRM is mainly concerned with the diffusion and transfer of knowledge, ideas, personnel and practices across the globe, mostly within multinational companies (MNCs). Implicitly, what differentiates international HRM from the wider field of HRM is its focus on the varied effects of (national) boundaries within these processes. In other words, international HRM's existence as a separate subfield of endeavour, with its own journals, conferences, consultants and management specialists, is predicated on an assumption about the effects of geography. For example, it implies that for a firm based in New York, the challenges involved in managing people in, say, Toronto, are somehow more complex than, or at least different from, managing people in Los Angeles.
