ABSTRACT
Offshoring is a significant phenomenon in the global economy since the 1990s. The deployment of contingent labour in the destination country is often an integral part of the offshoring strategy. Whilst a number of studies existed that investigated the likely economic and psychological impacts of offshoring on workers in the home country (e.g. Gomez et al. 2013; McCann 2013), studies of managing contingent workers in the international human resource management (HRM) context remain limited. Yet, managing contingent workers in the offshore context presents additional challenges to multinational corporations (MNCs) due to the diverse institutional and socio-cultural characteristics exhibited in the local labour market and broader politico-economic environment.
