Abstract
A corporation’s growth strategy influences its decisions regarding both mergers and decisions to enter into
foreign markets and compete for international market share. However, entering into culturally diverse countries
is the first hurdle these organizations must overcome. Past research and practice have demonstrated that it is
unwise to export U.S. human resource (HR) practices to another country. It is preferable to strike a balance
between HR practices tailored to the host country’s laws, society, and culture. This study explored the issues
encountered by international organizations and global HR management practitioners within the existing
literature.