The allocation of people as Human Capital Resources across global teams within MNEs - A Multiple Case Study

Abstract

This multiple case study investigates the strategic allocation of human capital across global teams within multinational enterprises (MNEs), a critical yet underexplored area in international business research. Extensive literature exists on both global team dynamics and human capital management; however, the specific processes through which MNEs deploy human resources across international borders have not been thoroughly examined. This study delves into the mechanisms of how these enterprises manage and strategically allocate human capital with the goal to enhance global operations, with a focus on aligning organizational objectives with individual employee capabilities. Employing a qualitative research methodology enriched with a microfoundational perspective, this research encompasses a detailed examination of several multinational firms. This approach allows for a deep dive into the nuanced decision-making processes that guide the allocation of human capital, emphasizing the importance of individual actions and decisions that collectively impact organizational outcomes. The analysis demonstrates the critical intersection of strategic business needs with the diverse skills and competencies of individuals who are positioned to significantly influence the effectiveness of global teams and the overall success of the organization. Key findings indicate that factors such as internal organizational networks, cultural adaptability, technological proficiency, and strategic alignment are essential for optimizing the global allocation of human capital. These elements are crucial for MNEs aiming to leverage their workforce effectively and maintain a competitive edge in the global market. By providing a comprehensive understanding of these strategic processes, the study bridges critical gaps in the academic discourse, advancing the body of knowledge on human capital management within global teams and international business. This research not only enriches the existing literature but also paves the way for further scholarly exploration in this vital area. Moreover, the insights from this study offer practical implications for multinational enterprises, suggesting that a more informed and flexible approach to human capital management, grounded in micro foundational insights, can lead to improved strategic outcomes and organizational performance.