How far do cultural differences explain the differences between nations? Implications for HRM

Talent management motives and practices in an emerging market: A comparison between MNEs and local firms

“…Alongside these mimetic behaviours Vaiman and Brewster (2015) stress that particular features of the economic environment must be considered. Khilji et al (2015) stress the need to take a macro view of TM and to consider factors such as global mobility, diaspora effects and government policies.…”

“…The institutional setting impacts the MNE more than it does local firms, because MNEs are generally more susceptible to high levels of scrutiny and seek legitimacy in their new environment (Vaiman & Brewster, 2015). Yet local firms are more entrenched in their ways and are products of their history and the culture in which they reside.…”

“…Equally, strong corporate cultures within the MNE have the power to "transcend national institutions" (Rubery & Grimshaw, 2003:199), change values (Bartlett et al, 2003) and shape conditions to suit their needs. Vaiman and Brewster (2015) suggest that institutional limits, in terms of cultural identity, can be overcome simply by selecting and training individuals who share a cultural fit with the recruiting organization.…”

“…Therefore, for TM to be effective across different cultures, TM strategies need to attend to broader motives other than economic. They need to consider the institutional context in which decisions are made as well as the nature of occupations, the role of social status and nature of wealth distribution (Vaiman & Brewster, 2015).…”

Crossing the streams: HRM in multinational enterprises and comparative HRM

“…Proposed categorisations of culture overestimate the measures they use (Weller & Gerhart, 2012) and are inconsistent (Avloniti & Filippaios, 2014). Further, since any culture contains a more or less normal distribution of people who fit fully into the relevant stereotype and those who do not, organisations can select in (or out) those who fit the profile they would prefer rather than those who fit the local culture (Vaiman & Brewster, 2015).…”