Developing a Practice Theoretical Approach to Practice Transfer Across Distance and Between Territories

Wiemann, Judith

doi:10.1007/978-3-030-95185-6_4

Cited by 2 publications

(13 citation statements)

References 67 publications

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“…How local managers contribute to processes of local embeddedness in foreign locations has been described for vocational education and training in MNCs with headquarters in Germany, Austria and Switzerland and subsidiaries especially in countries of the so-called Global South (Fuchs, 2022;Li and Pilz, 2023;Pilz and Wiemann, 2021;Wolf, 2021;Wiemann, 2022). Studies that have emerged in this field provide evidence of widely decentralised decision-making in MNCs with headquarters in German-speaking locations and generally limited activities in multi-annual dual vocational training in the foreign subsidiaries located in the South.…”

Section: Local Human Resource Managers' Relation To the Environment S...mentioning

confidence: 99%

“…Generally, however, local managers perceive distance and complain about "institutional voids" (Becker-Ritterspach et al, 2017, p. 187) in the regions of the Global South; this is also the case for those who principally see their role in boundary spanning (Fuchs, 2022;Li and Pilz, 2023;Wiemann and Fuchs, 2018). This implies that vocational education and training, which is part of a specific skill formation system such as in Germany, is difficult to transfer to other skill formation systems (Wiemann, 2022). In contrast, transfer activities are more successful if we shift the view from multiannual dual vocational training to other kinds of (frequently shorter and specific) training activities that headquarters disseminate to the international subsidiaries (Wiemann, 2022).…”

Section: Local Human Resource Managers' Relation To the Environment S...mentioning

confidence: 99%

“…This implies that vocational education and training, which is part of a specific skill formation system such as in Germany, is difficult to transfer to other skill formation systems (Wiemann, 2022). In contrast, transfer activities are more successful if we shift the view from multiannual dual vocational training to other kinds of (frequently shorter and specific) training activities that headquarters disseminate to the international subsidiaries (Wiemann, 2022).…”

Section: Local Human Resource Managers' Relation To the Environment S...mentioning

confidence: 99%

“…On the one hand, studies on international business (IB) provide evidence for top-down processes from headquarters and thereby show increasing central control through standardised schemes and harmonisation efforts in the MNC (Dörrenbächer et al, 2021a;Krzywdzinski and Jo, 2022). On the other hand, these findings of IB studies contradict outcomes of interdisciplinary studies on vocational education, showing that it is the task of local HR managers to procure and develop a skilled workforce; related decisionmaking in MNCs' worldwide subsidiaries is largely decentralised (Fuchs, 2022;Gessler, 2016;Li and Pilz, 2023;Wiemann, 2022).…”

Section: Introductionmentioning

confidence: 99%

“…This could be considered as a free-rider position. Alternatively, the local HR managers can actively implement dual and non-dual training activities and thereby contribute to the local skill base (Wiemann, 2022). Until now, it was largely unknown if and how they are involved in a dual skill formation system (Meuer et al, 2019;Muehlemann, 2014;Muller, 1998).…”

Section: Introductionmentioning

confidence: 99%

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Situated between headquarters and local environment: local managers’ scope for action in training activities

Fuchs,

Westermeyer

2023

CPOIB

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Purpose The purpose of this paper is to explore the scope for action of local human resource managers, who are employed in foreign subsidiaries of multinational companies (MNCs), for implementing training activities. These managers are situated in relationships to headquarters and the local environment. Related to this is the question whether MNCs contribute to the local skill base by implementing training activities or whether they exploit the existing skill formation system. Design/methodology/approach This study focusses on German subsidiaries of MNCs with headquarters in the USA and the UK, France, China and Japan. The study is based on 107 expert interviews with subsidiary managers and representatives of local stakeholder organisations, such as educational organisations, chambers, economic promotion agencies and governmental bodies in Germany. Findings The study reveals that headquarters introduce general schemes for training. In addition to these MNC-internal trainings, local managers use their information advantage over headquarters to implement dual training activities. Research limitations/implications The training activities of subsidiaries are dependent on the institutional settings of the host country. Practical implications Albeit dual training activities are laborious and tie the local managers down for the medium and long term, the future need of the subsidiary for adequately skilled workforce prompts local managers’ engagement in implementing dual training activities. Social implications Subsidiaries contribute to the local skill base and do not act in a free-rider position, at least in the German variety of capitalism. Originality/value The study deepens insights on distanced relations within and how subsidiaries generate scope for action by using this kind of relationships.

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Section: Local Human Resource Managers' Relation To the Environment S...mentioning

confidence: 99%

Section: Local Human Resource Managers' Relation To the Environment S...mentioning

confidence: 99%

Section: Local Human Resource Managers' Relation To the Environment S...mentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Situated between headquarters and local environment: local managers’ scope for action in training activities

Fuchs,

Westermeyer

2023

CPOIB

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German‐style dual apprenticeship training in the Greater Shanghai Area‐ Spatial Agglomeration Dynamics

Wiemann

2021

Int J Training Development

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A considerable number of German multinational enterprises (MNE) are located in the Greater Shanghai Area. German MNE in the industrial sector show an inclination to export German forms of technical training-more specifically German-style dual apprenticeship training-to their worldwide subsidiaries. Within China, this is especially the case for the Greater Shanghai Area, which has established itself as a 'hotspot' for dual apprenticeship training in the last 15 years. This paper explores what makes the Greater Shanghai Area such a 'hotspot' for dual apprenticeship training-in international comparison-by focusing on factors influencing the spatial agglomeration of dual apprenticeship training activities in this region. The paper finds unevenly distributed institutional resources regarding the attraction of German Foreign Direct Investment as well as unevenly distributed resources at the skill formation system level as important influencing factors. Both factors show 'self-reinforcing' dynamics strengthening already existing spatial agglomeration of dual apprenticeship training activities.

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Developing a Practice Theoretical Approach to Practice Transfer Across Distance and Between Territories

Cited by 2 publications

References 67 publications

Situated between headquarters and local environment: local managers’ scope for action in training activities

Situated between headquarters and local environment: local managers’ scope for action in training activities

German‐style dual apprenticeship training in the Greater Shanghai Area‐ Spatial Agglomeration Dynamics

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