Institutional theory and MNC subsidiary HRM practices: evidence from a three-country study

Abstract

This study sets out to explore human resource management (HRM) practices in multinational corporation (MNC) subsidiaries within an institutional theory framework. Based on a sample of 158 subsidiaries of MNCs operating in the United States, Russia and Finland, the paper examines factors hypothesised to influence the HRM practices adapted in US, Japanese and European MNC subsidiaries located in Russia, Finland and the US. The results indicate significant differences in HRM practices used across host countries. Both the status of the subsidiary human resource department and the degree to which the subsidiary was involved in knowledge transfer with other parts of the MNC had a significant impact on the selection of HRM practices. Journal of International Business Studies (2007) 38, 430–446. doi:10.1057/palgrave.jibs.8400267

Vive les différences? Voice in French MNCs' overseas workplaces: a comparative study of voice in French, German and US subsidiaries in the UK

“…The difference in the response rates for the three nationality groups is in line with previous studies that often display such country-of-origin variation (Björkman et al, 2007;Harzing and Sorge, 2003). Tests for representativeness along broad industry characteristics and size bands indicated no significant differences in either the total or the three nationality samples.…”

A capability approach to organizational talent management

“…Micro-level studies typically look at how talent is identified (Huang and Tansley 2012) and the ways that 4 talent strategies are designed and implemented (Farndale, Scullion and Sparrow 2010;McDonnell, Lamare, Gunnigle and Lavell 2010). The mainstream view of talent management, which we confront in this paper, is characterised by a focus on the management of high performing and high potential employees (Bjorkman, Fey and Park 2007;Iles, Preece and Chuai 2011;Lewis and Heckman 2006;Lubitsh, Devine, Orbea and Glanfield 2007;Ready and Conger 2007) deriving from organizational responses to the growth of the neo-liberal knowledge economy, discourses of which are sustained by narratives of talent scarcity and metaphors of war. Much of the mainstream research has focused on the design, implementation and operation of talent programmes in multinational enterprises (Mellahi and Collings 2010;Tarique and Schuler 2010).…”

National and firm-level drivers of the devolution of HRM decision making to line managers

“…The need for multi-national companies (MNCs) to be able to transfer talent across multiple countries (Farndale, Scullion & Sparrow, 2010) has accentuated the importance of global talent management (GTM) (Björkman, Fey & Park, 2007) and therefore of managing people consistently across global locations (Makela, Björkman, Ehrnrooth, 2010;Schuler, Jackson & Tarique, 2011;Tarique & Schuler, 2010). This is particularly true in relation to pivotal employees in key talent pools (Caligiuri, Lepak & Bonache, 2010).…”