This chapter focuses on a relatively small number of African home-grown Multinational Enterprises (MNEs) to understand their specific human resource management (HRM) strategies, HRM structure, programs, and processes. In the HRM and international management literature there has been a long-standing debate over the convergence of HRM practices towards a single best practice HRM model that can be transported across nations by MNEs. The underlying limitations within the convergence-divergence debate is the fact that HRM convergence can be appropriate in delivering best practice HRM outcomes but may be less productive in different cultural and institutional contexts. An important strategic characteristic of African home-grown MNEs similar to other emerging markets MNEs from other emerging regions of Asia, South America and the Middle East, is their openness to change and the agility to risk-taking even in volatile regional markets across the sub-Saharan region.
|Title of host publication||International HRM and Development in Emerging Market Multinationals|
|Publisher||Routledge Taylor & Francis Group|
|Publication status||Published - 2022|