• The contribution of the HR function in supporting international business operations has received limited attention to date, with even less attention paid to HR roles.
• This article seeks to address this by studying the role of HR managers on international projects.
• We identify five IHR roles: service provider, policy police, strategic partner, change agent; and welfare officer.
• We also identifyhow these roles are enacted, questioning the prevailing divide between strategic and operational roles; and adding another dimension—emotional.
• We also argue that role enactment is context-specific; and show how context constrains as well as enables IHR role enactment.