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To browse Academia. While many scholars have argued strongly for Divergence, emphasizing the importance of Context national, Cultural and Institutional as a determining factor and the reason why HRM cannot simply converge to the traditional US Best Practice Model, others maintain that the US-cantered Universalistic or Best Practice HRM Model should and will still serve as a standard or reference point as HRM becomes more global in nature and context specific.
It argues that decisions on what is best or considered standard for an organization will be based on the outcomes influenced by HRM, which should align with the organization's strategic objectives or goals.
While the Convergence and Divergence argument is respected in its context, this paper suggests that increasing global competition, technological advancements, including the use of AI in industries, and pressure to meet fast-changing customer expectations and achieve corporate objectives for current and future organizations will shift attention to outcomes rather than methods, approaches, or rules in IHRM. Instead of debating whether HRM should converge or diverge, there should be flexibility in adopting either approach depending on the outcomes of the method or approach used.
This paper aims to provide new insights into the ongoing debate on convergence and divergence while offering guidance to practitioners who may be uncertain which approach to take. The authors also call for further empirical cross-national studies to carefully examine this reality. Markus Pudelko. Sumita Raghuram. Yongsun Paik. Paul Sparrow. Tanya Bondarouk. Rick Delbridge , Marco Hauptmeier. In this article we argue that International HRM research will benefit from an extended research agenda that moves: i beyond the enterprise, ii beyond managerialism, and iii beyond universalism.
