HRM practices have fared well across national borders due to globalization. The field of international HRM has learnt us a great deal by exploring different effects on HRM implementation in different countries. Our symposium is rooted in two main streams of the literature, HRM effectiveness and HRM challenges of Multi-National Corporations (MNCs) in different regions of the world. Overall, it is acknowledged that HRM philosophy and practices are context specific and shaped by specific organizational dynamics as well as socio-cultural, economic and political contexts. Therefore, one must expect HRM policies and practices to differ in content and emphasis across national borders. Along with a long list of HRM-related issues, the literature does not pay attention yet enough to the involvement of line managers in HRM implementation in international context. In case of MNCs structures, HRM philosophies and policies are usually designed at the headquarters and communicated through towards subsidiaries, but it may be line subsidiaries-based managers who, in the end, take final responsibilities to implement centrally designed HRM systems. In case of indigenous organizations, the main logic remains: line managers stay responsible for the execution of HR practices
