competences (for example through joint ventures), emphasizing strategic leadership roles
for national subsidiaries, gaining access to foreign-based clusters of excellence, and
building internal centers of excellence based on global best practice.
• Why must the organizational capabilities associated with strategic goals such as meeting customer
needs be constituted in the same way in different international components of the firm?
• What does the pursuit of organizational capability mean for the design of IHRM functions
and role of business partners? Do these issues make any difference to organizational
effectiveness?