Punnett and Shenkar (2007) described the expanding role of the multinational
manager in a globalized context as a role that "extends well beyond the business sphere"
(p. 484). Punnett and Shenkar found that multinational managers have to negotiate with
"multiple constituencies, such as union and governments; international human resource
management necessitates getting into family issues and managing a joint venture or an
acquisition necessitates sensitivity to people issues that often involve communities as
well as nongovernmental organizations" (p. 484). Punnett and Shenkar surmised