No abstract

This study examines the transfer of a Brazilian MNC's HR model to its subsidiaries in the UK, Canada, Switzerland and Norway. It explores where the model was sourced from, to what extent it bore a distinct Brazilian complexion, and whether it was adapted to meet the strictures of host institutional constraints and traditions. The paper uses these questions to address an important theoretical debate in the international business literature; that is, whether the pattern of diffusion of management practices within MNCs will lead to a convergence of practices across companies and countries à la the convergence perspective, or whether this is unlikely given the variety of social and political constraints limiting such a process as suggested by the contingency perspective. We find that the MNC imposed a unitary (USsourced) model of HR 'best practice' on all of its subsidiaries. Thus our empirical findings support the convergence thesis. However, we argue that these outcomes are largely explained by relations of power and economic dependence; specifically the coexistence of dominantcountry (US) practices and a dominant sectoral firm operating in economically dependent regions. Where similar circumstances are replicated one might foresee convergence within sectors across countries, but otherwise pluralism and eclecticism between sectors and across countries might be the predominant pattern along the lines envisaged in the conceptualization of "converging divergences".

The full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. MNC was found to be adept at capturing significant components of the host country's institutional setting in a manner which gave it the space to determine the 'rules' for its own advantage. That it was able to do so was, in large part, shaped by the market context of the firm and by Canada's dependence on foreign investment and, in turn, by the political relations of dependence which such reliance engendered. Broader lessons from the case analysis are offered.

Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-pro t purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details.

Globalization has motivated firms to expand into foreign markets, but internationalization is inherently dynamic. Many firms have exited foreign markets for various reasons, but some later decide to re-enter those same markets. Based on a case study of a Brazilian multinational's activities in Mexico, this study contributes to the literature on re-entry decisions of multinational enterprises and their outcomes, focusing on the roles of institutional voids and the experiences of decision-makers during such processes. The findings suggest that companies learn from their mistakes and reconsider how they approach reentry and the resources that may need to be mobilized. However, the learning process is not straightforward as it is clouded by international knowledge myopia. This study highlights how multiple actors and considerations influence re-entry events.