An ‘emerging challenge’: The employment practices of a Brazilian multinational company in Canada

Abstract

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Adaptation of Compensation Practice in China: The Role of Sub-National Institutions

“…Nonetheless, the configurations presented here offer an initial model for future studies. They challenge the common argument that firms in less established institutional contexts tend to mimic 'international best practice' (Aguzzoli & Geary, 2014). Lastly, an interesting direction for future research could be how sub-national institutions of a host country affect the HRM practices between different types of employees in multinational corporations.…”

“…Even among the few scholars who acknowledge that various influences can be seen to act together (e.g. Aguzzoli & Geary, 2014), the emphasis is on the independent effects of these influences on compensation practice.…”

In and Between Societies: Reconnecting Comparative Institutionalism and Organization Theory

“…They conclude that there is 'clustered divergence in which globalization appears to promote organizational effects (in Mueller's terminology), but this organizational effect is rooted in the country-of-origin and thus a result of societal effects' (Harzing & Sorge, 2003, p. 207). A similar debate prevails on HRM practices of MNEs outside Organization Studies albeit largely in two separate camps (exceptions include Aguzzoli & Geary, 2014). On the one hand, it is argued that there is divergence or variation in HR practices owing to institutional influences and the strategic position of subsidiaries (e.g.…”

Can Talent Management Practices Be Considered as a Basis for Sustainable Competitive Advantages in Emerging‐Market Firms? Evidence from Russia

“…There is scope for comparative studies that consider how TM systems operate in different national contexts, especially in emerging‐market firms (Collings, Scullion, & Vaiman, ; Latukha, ; Lewis & Heckman, ; Puffer & McCarthy, ; Skuza et al, ). Most studies on TM in multinational corporations (MNCs) focused on adaptation of practices from multinational companies in host context (Aguzzoli & Geary, ), but limited studies focused on how these practices expand in developed markets and on how they may be transformed and integrated in diffferent organizaitonal environments (Aguzzoli & Geary, ), leaving aside the question of the potential emergence of Brazil, Russia, India, and China (BRIC)‐specific TM patterns (Aguzzoli & Geary, ; Ferner, ). Further research is also needed to examine why a particular TM system is associated with CA during the internationalization process (Bethke‐Langenegger, Mahler, P., & Staffelbach, ; Lepak & Shaw, ; Tarique & Schuler, ).…”