We show the relevance of extant international
business (IB) research, and more specifically work on international human
resources management (IHRM), to address COVID-19 pandemic challenges. Decision-makers in multinational enterprises
(MNEs) have undertaken various types of actions to alleviate the impacts of the
pandemic. In most cases these actions
relate in some way to managing distance and to rethinking boundaries, whether
at the macro- or firm-levels. Managing distance and rethinking boundaries have
been the primary focus of much IB research since the IB field was established as
a legitimate area of academic inquiry.
The pandemic has led to increased cross-border distance problems (e.g.,
as the result of travel bans and reduced international mobility), and often
also to new intra-firm distancing challenges imposed upon previously co-located
employees. Prior IHRM research has
highlighted the difficulties presented by distance, in terms of employee
selection, training, support, health and safety, as well as leadership and
virtual collaboration. Much of this
thinking is applicable to solve pandemic-related distance challenges. The present, extreme cases of requisite
physical distancing need not imply equivalent increases in psychological
distance, and also offer firms some insight into the unanticipated benefits of
a virtual workforce – a type of workforce that, quite possibly, will influence
the ‘new normal’ of the post-COVID world.
Extant IHRM research does offer actionable insight for today, but
outstanding knowledge gaps remain. Looking ahead, we offer three domains for
future IHRM research: managing under uncertainty, facilitating international
and even global work, and redefining organizational performance.</p
