With the advent of globalization concept, the number of multinational organizations has increased. The multinational organizations in today’s business environment takes into consideration, the differences in culture that exist between countries in that they operate and decide the degree to which those differences makes sense in localizing their HR (human resource management) strategies. The organizations design the HR strategies in such a way its culture fits with the host country rather than standardizing the same human resource management strategies across all nations in which it operates. In several countries the performance of organizations predicts that for human resource management the environment can vary in necessary ways. The differences in country may consist of (Brewster, 1999; Dowling, Engle, & Festing, 2008; Evans, Pucik, & Barsoux, 2002; Kostova, 1999) institutional, cultural and regulatory differences. Therefore, to handle human resource management effectively and shape the desired cultures of organization various countries, Multinational Enterprises must 1st understand such differences nature, next they must determine the degree to which human resource management practice and strategy is constrained in specific areas and in some areas the Multinational Enterprise has discretion and finally, there is discretion to the degree, decide whether to localize their cultures of organization and human resource management strategies to place with the context of host country or standardize the strategies of human resource management across countries. Contrast to the above described notion relying on circumstances, either localization or standardization to distinct degrees may be efficient since there is a necessary root of academic work which is assumed largely that the differences in country specifically in national culture are very necessary that Multinational Enterprises will be ordered to follow localization strategy.
随着全球化概念的出现，跨国组织的数量增加了。在当今的商业环境的跨国组织的考虑，不同的文化之间存在的国家，他们在运作和决定的程度，这些差异是有意义的定位自己的人力资源（人力资源管理）策略。组织的人力资源战略的设计以这样一种方式，它的文化与东道国的而不是规范相同的人力资源管理策略在所有国家中运作符合。在一些国家，组织性能预测，人力资源管理的环境可以在必要的方式不同。在国家的差异可能是由（布鲁斯特，1999；林，恩格尔，和测试，2008；伊万斯，帕西科，与巴索克斯，2002；科斯托娃，1999）制度，文化和监管上的差异。因此，处理人力资源管理有效地和形状的各个国家所需的组织文化，跨国企业必须了解这种差异性第一，接下来他们必须确定在何种程度上人力资源管理实践和战略是限制在特定地区，一些地区的跨国企业的自由裁量权，最后，有自由裁量权的程度，决定是否要定位自己的组织和人力资源管理战略文化与东道国的上下文或规范的人力资源管理在国家的策略。对比上述概念依赖的情况下，无论是国产化或标准化不同程度可能有效，因为有必要根学术工作这是假设在很大程度上，特别是在国家的不同民族文化是非常必要的，跨国企业将被勒令遵从本土化战略。
