Converging on IHRM best practices: lessons learned from a globally distributed consortium on theory and practice

Abstract This article captures the results of the “Best Practices” Project and attempts to identify which IHRM practices are universally embraced in our ten‐country/region sample. Here we present a compelling argument for understanding cultural contexts by seeking and establishing derived etics. No longer content with the traditional conduct of cross‐cultural research, we challenge “how” we do research, and encourage gatekeepers to broaden their research lenses with multiple embedded contexts—polycontextuality—as they search for answers. We find anomalies, and counterintuitive findings, and through our “gap analysis,” we discovered several universally embraced etics or best practices. We believe we have not only made a significant contribution to research, but, in particular, we offer a solution methodology for conducting globally distributed IHRM research. These findings signal new directions for all deeply involved in managing within and across different cultures. © 2002 Wiley Periodicals, Inc.