International Human Resource Management in Multinational Enterprises: Managing People, Culture, and Performance in a Global Context

Abstract

In an era characterized by volatility, uncertainty, complexity, and ambiguity (VUCA), Multinational Enterprises (MNEs) face unprecedented challenges in managing their global human capital. This review synthesizes recent literature from 2015 to 2026 to examine the evolving landscape of International Human Resource Management (IHRM). We explore how MNEs navigate the tension between global integration and local responsiveness, particularly in the context of emerging market multinationals (EMNEs), digital transformation, and geopolitical disruptions. Key themes include the strategic role of subsidiary autonomy, the impact of artificial intelligence (AI) on global mobility, the influence of CEO narcissism and top management team (TMT) diversity on radical innovation, and the critical importance of sustainability and social responsibility in HR practices. By integrating insights from internalization theory, upper echelons theory, and institutional theory, this paper proposes a holistic framework for understanding how people, culture, and performance are interconnected in the modern global enterprise. We conclude with a forward-looking research agenda that emphasizes the need for inclusive, resilient, and technologically adept IHRM strategies.