What kind of challenges do developing countries offer for foreign firms as they implement international human resource management (IHRM) practices? In this article, we suggest why it is important to explore IHRM in developing countries and provide an approach for doing so. We examine why developing countries' environments may differ from more developed ones, in terms of the implications for IHRM. Secondly, we review the current state of recent literature, with attention on IHRM in developing countries. Finally, the article presents frameworks to help identify research and practical questions.
