It was stated by Chris Brewster et al (2005: 949) that: ‘A critical challenge for organizations from both the public and private sectors in the twentyfirst century is the need to operate across national boundaries’. As Dave Ulrich (1998: 126) pointed out, faced with globalization, organizations must ‘increase their ability to learn and collaborate and to manage diversity, complexity, and ambiguity’. The following observations on the international scene were made by Raymond Schuler and his colleagues (1999).
Source review Observations on the international scene – Schuler et al (1999: 319)
The world has become more competitive, dynamic, uncertain and volatile than ever. To be successful, many firms have to compete on the global playing field because the costs associated with the development and marketing of new products are too great to be amortized only over one market, even one as big as the United States or Europe. Yet there are some products and services that demand accommodation to location, customs, tastes, habits and regulations. Thus for many multinational enterprises the likelihood of operating in diverse environments has never been greater.
To deal with these issues, a coherent approach is required that involves deliberating on the implications of international operations for the management of people, and then developing strategies that point in the right direction to what needs to be done and how it should be done.