This issue of the Journal adds further to the growing relationships between Human Resource Management (HRM) concepts and organisational effectiveness in a global arena. Whilst the four papers presented in this edition focus on different aspects of these relationships, together, they broaden and extend our overall understanding of the relevant issues.

In the first paper, Bernhard and Sverke demonstrate how institutional change in the Swedish Health Care industry has impacted a number of micro level work relevant indices. Their research focuses on contingent (part-time) employees who have become a vital element in the work forces of contemporary industrial societies.

Understanding of the influence of institutional change on HRM related issues is extended in the second paper by Rodwell and Teo who explore the central HRM concerns of organisations endeavouring to increase their levels of export intensity in a dynamic, competitive market place. Their empirical evidence provides some support for the notion that higher levels of internationalisation are associated with accumulated institutional knowledge.

The need to extend existing paradigms in order to better understand the structural and relational aspects of global HRM strategy implementation is developed in the third paper. Harvey and Novicevic suggest that traditional HRM networks are narrowly descriptive, while contemporary international environments are characterised by high risk and uncertainty, and thus, that a more flexible global strategic HRM approach is warranted. Their rich conceptual model warrants researchers’ attention.

In the fourth paper, Dennis explores the need to incorporate the inevitability, ubiquity and frequency of global change in HRM decision making. Whilst from a different perspective than its predecessor, this paper also advocates a new approach to the processes of introducing change in today’s workplaces with evidence from the Australian manufacturing industry.

This issue also contains two book reviews. The first one by Mayson is a succinct review of an HRM text that addresses the types of issues presented in the four outlined papers. In the second book review, Taylor appraises the relationships of HRM issues and their implications for global alliances in service management.

We trust that you will find these articles interesting as well as informative, and that you might be encouraged to submit a paper for a future edition of the Journal.

Dr. Alan R. Nankervis
Dr. Cecil Pearson
December 2003