This paper concerns the transfer of human resource management (HRM) practices by multinational companies (MNCs) to their overseas subsidiaries. It investigates how factors originating from the cultural and institutional framework of the host country impact on this transfer. Using data collected from MNC subsidiaries located in Greece and local Greek firms, we examine the degree to which several HRM practices in MNC subsidiaries resemble local practices. Our empirical findings indicate that subsidiaries have adapted their HRM practices to a considerable extent, although some practices are more localised than others. Specifically, practices that do not fit well with Greek culture or are in contrast to employee regulations show a low level of transfer. On the other hand, our interviews revealed that significant cultural changes are underway and that the institutional environment is gradually getting more relaxed, leaving more room to manoeuvre for MNCs.

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The Sustainable Development Goals (SDGs) were adopted in 2015 by all UN member states and have been embraced by many multinational enterprises (MNEs) and international NGOs. They created a 'hybrid governance' platform in which companies, governments, NGOs, and knowledge institutes can work on achieving common goals through targeted action and serve as the leading global sustainable development framework until 2030. By the year 2020, however, progress towards the goals proved slow, prompting the UN to announce a 'Decade of Action'. The slow or limited adoption and implementation of the SDG Agenda by MNEs-in close interaction with government policies-is one of the root causes for delayed progress. The question is no longer 'why' MNEs should develop sustainability strategies, but rather 'how'. A number of related questions arise. What have been the roles of MNEs in progress towards the SDGs, what is needed from them in the future, and what can be the role of international business (IB) scholarship in shaping discussion and action? This Special Issue tackles these questions from four angles: (1) identifying and helping to fill theoretical gaps in IB research on the SDGs; (2) asking which SDGs and targets provide promising venues for societally relevant IB research topics; (3) assessing and helping to fill empirical gaps by using, complementing, and upgrading relevant SDG indicators; and (4) showing how IB research and policy practice can become better aligned.

Purpose – The purpose of this paper is to show how the nature of the activities conducted by multinational enterprises globally and the governance modes are changing. Essentially, multinational enterprises (MNEs) structure and organize their activities in a more complex, fragmented and geographically dispersed manner. In this paper, the authors suggest that the evolution of MNEs and the rising importance of global value chains (GVCs) require a refinement of FDI motivations rather than a drastic change in the existing categories. The authors begin with a historical overview of evolving firms’ international strategies and FDI motivations, before developing arguments to support the view that the fine slicing of economic activities on a global scale, and the combination of governance modalities ought to be integrated into the presentation of investment motivations. The discussion ends with implications for governments and policymaking. Design/methodology/approach – This paper is a conceptual paper. Findings – Key suggestions to refine the presentation of investment motivations are presented, together with policy recommendations. Originality/value – This paper provides a novel approach to ways of refining investment motivations by integrating GVC considerations, and drawing policy implications from this process.

One of the central questions in the literature on MNCs is the extent to which their subsidiaries act and behave as local firms (local isomorphism) versus the extent to which their practices resemble those of the parent company or some other global standard (internal consistency). Drawing on the resource-based view and resource-dependency theory, this paper aims to provide an insight into the interplay of several corporate-level organizational factors that affect the transfer of HRM practices across borders. Data collected from 80 European and US multinationals with subsidiaries in Greece are used to test specific hypotheses. Our results indicate that the level of importance attached to HRM by the MNC's top management and international experience have the highest explanatory power for the transfer of HRM practices, while international competitive strategy, informal control and the presence of expatriates also have a marginally significant influence.