Anhand einer quantitativ ausgerichteten empirischen Studie wird untersucht, ob Personalmanager aus Großunternehmen der drei größten Volkswirtschaften voneinander lernen (wollen). Weiterhin wird geprüft, in welchen Kategorien sie am ehesten Anknüpfungspunkte für eine erfolgreiche Übertragung ausländischer Personalmanagement-Praktiken sehen und welche konkreten Eigenschaften hierbei vorrangig in Frage kommen. Die erhobenen Informationen lassen Ansatzpunkte zur Verbesserung des jeweils eigenen Modells erkennen und können zudem als Indikator für mögliche Entwicklungslinien der verschiedenen Ländermodelle herangezogen werden. Anhand der gewonnenen Daten ist davon auszugehen, dass amerikanische Personalmanager keine wesentlichen Inspirationen von den beiden Vergleichsmodellen erhalten. Ihre deutschen Kollegen erweisen sich indessen gegenüber Anregungen sowohl aus den USA als auch aus Japan aufgeschlossener, ohne dass dabei von einer grundlegenden Neuausrichtung des deutschen Personalmanagements auszugehen ist. Die Angaben japanischer Personalmanager lassen dagegen auf einen Paradigmenwechsel schließen, bei dem insbesondere Anstöße aus den USA aufgenommen werden.
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