La thèse intitulée «La standardisation globale et l’adaptation locale dans la gestion des ressources humaines internationales – une analyse théorique et empirique sur la base de la Dynamic Capabilities Perspective » se concentre sur les processus stratégiques, qui permettent d’atteindre un équilibre efficace dans la gestion des ressources humaines (RH) dans les entreprises multinationales. „Stated in terms of a number of questions, strategy process is concerned with the how, who and when of strategy: how is, and should, strategy be made, analyzed, dreamt-up, formulated, implemented, changed and controlled; who is involved; and when do the necessary activities take place?” (De Wit & Meyer, 2004, 5). L’importance de ce projet de recherche est une conséquence de l’avancée de la mondialisation, dans un cadre où de plus en plus d’entreprises standardisent les instruments de RH dans différentes régions et pays (Wittig-Goetz, 2009; Dowling, Festing & Engle, 2008; Engle & Mendenhall, 2004; CIPD, 2001). De plus, un manque de notions scientifiques concernant cette dimension du processus est remarquée dans la littérature actuelle (Dickmann & Müller-Camen, 2004; Morris, Snell & Wright, 2006). Dickmann/Müller-Camen (2006, 581) constatent que „ […] there is a need to look at communication and coordination processes […] within IHRM. […] the precise international communication and coordination instruments and activities within the international HR function of MNCs are not fully researched, yet”. La thèse essaie de trouver des réponses pour les questions suivantes: • Quels facteurs poussent les entreprises multinationales à standardiser les pratiques et les instruments de la gestion des RH sur un niveau global ? • Quelles relations peuvent être identifiées dans ces processus, qui soutient le développement d’un équilibre adéquat entre la standardisation globale et l’adaptation locale dans la gestion des RH? • Dans quelle mesure ces liaisons peuvent-elles s’affirmer empiriquement? • Quelles implications peuvent être générées pour la recherche des RH internationales et la pratique des entreprises multinationales ?Pour répondre à ces questions de recherche, l’auteur a choisi une approche globale . Sur la base de la « Dynamic Capabilities Perspective » (Teece, Pisano & Shuen, 1997; Eisenhardt & Martin, 2000) un modèle de processus (De Wit & Meyer, 2004, S. 5) a été développé, aidant à expliquer le contenu et les relations dans ces processus d’équilibre de la gestion des RH internationales. Ce modèle de processus, qui contient quatre phases, s’appuie sur les liens entre des processus, des ressources critiques et la création d’avantages compétitifs (Barney, 1991; Wernerfelt, 1984). / The thesis entitled „Global standardisation and local adaptation in the international Human Resource Management – A theoretical and empirical analysis based on the Dynamic Capabilities perspective” focuses on strategic processes within multinational enterprises which cause a adequate balance in international Human Resource Management (HRM). „Stated in terms of a number of questions, strategy process is concerned with the how, who and when of strategy: how is, and should, strategy be made, analyzed, dreamt-up, formulated, implemented, changed and controlled; who is involved; and when do the necessary activities take place?” (De Wit & Meyer, 2004, 5). The relevance of this research subject is a consequence of the advancing globalization of the global economy, in which more and more companies standardise HRM instruments across regions and countries (see for example Wittig-Goetz, 2009; Dowling, Festing & Engle, 2008; Engle & Mendenhall, 2004; CIPD, 2001) and due to a lack of scientific insights about this process dimension (Dickmann & Müller-Camen, 2004; Morris, Snell & Wright, 2006). Dickmann/Müller-Camen (2006, 581) point out that „ […] there is a need to look at communication and coordination processes […] within IHRM. […] the precise international communication and coordination instruments and activities within the international HR function of MNCs are not fully researched, yet”. The thesis tries to find answers to the following questions: • What factors prompt multinationals to standardise their HRM practices and instruments at a global level? • Which causal relationships can be identified within these processes which support the development of an adequate balance between globally standardised and locally adapted HRM? • To what extent can these postulated causal relationships be proven empirically? • What research and practical implications can be generated?In order to answer these research questions the author chose a comprehensive approach. Based on the theoretical assumptions of the Dynamic Capabilities Perspective (Teece, Pisano & Shuen, 1997; Eisenhardt & Martin, 2000) a process model (based on De Wit & Meyer, 2004, S. 5) is developed, which helps explain the content of and the causal relationships within these balancing processes in international HRM. This 4-step-process model as developed by the author is predicated on the central relationships between processes, critical resource bundles and the creation of competitive advantages (see also Barney, 1991; Wernerfelt, 1984).