Multinationals and human resource practices in Ireland: a rejection of the 'new conformance thesis'

Geary, John; Roche, William K.

doi:10.1080/09585190010006187

Cited by 73 publications

(77 citation statements)

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“…Consider, for example, the influence exercised by US-owned MNEs in Ireland over public policy formulation in respect of union recognition (Geary and Roche, 2001). Such dynamics should not be overstated, however: MNEs' locational flexibility is likely to vary depending on their expansion strategy (market-or efficiency-seeking), on their subsidiaries' roles and influence within the firm's international division of labor and the associated skill levels and performance of local workforces (Edwards, Tregaskis, Collings, Jalette, & Susaeta, 2013;Meardi & Tóth, 2006), and the strategic capacity and intent of MNEs' actions (Kristensen & Zeitlin, 2005).…”

Section: Comparative Institutionalismmentioning

confidence: 99%

Miners, politics and institutional caryatids: Accounting for the transfer of HRM practices in the Brazilian multinational enterprise

Geary

Aguzzoli

2016

J Int Bus Stud

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Section: Comparative Institutionalismmentioning

confidence: 99%

Miners, politics and institutional caryatids: Accounting for the transfer of HRM practices in the Brazilian multinational enterprise

Geary

Aguzzoli

2016

J Int Bus Stud

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“…Whilst strong consistency in results has failed to materialize across these different studies, the tentative conclusions suggest that HRM in foreign-owned MNEs is different to that in domestic firms (Geary and Roche 2001;McGraw and Harley 2003). More specifically, it appears that whilst foreign MNEs may have to adapt local practices on occasion (e.g., for cultural and legislative/regulatory reasons), overall they appear to be more formal and sophisticated in terms of their HRM practices (Hiltrop 1999;McGraw and Harley 2003) than domestic organizations.…”

Section: Best Practices and Globalization Dominance And Spill-over Ementioning

confidence: 73%

Section: Discussion Conclusion and Future Research Avenuesmentioning

confidence: 99%

“…Geary and Roche 2001;Turner et al 1997). Geary and Roche (2001) found evidence of differences between foreign and domestic firms in Ireland but suggested that domestic firms were increasingly introducing new HR practices that could be typically associated with foreign MNEs due to a type of spill-over process taking place. Due to the similarity in practice in some areas, the idea of there being a spill-over effect may be evident but without longitudinal data and understanding the process of how practices are derived we are unable to make a strong interpretation on this.…”

Section: Discussion Conclusion and Future Research Avenuesmentioning

confidence: 99%

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Human Resource Management in Multinational Enterprises: Evidence From a Late Industrializing Economy

2014

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Abstract:• This paper examines the extent to which human resource management (HRM) practices in multinational enterprises (MNEs) from a small, late developing and highly globalized economy resemble their counterparts from larger, early industrializing countries.• The paper draws on data from a large-scale representative survey of 260 MNEs in Ireland.• The results demonstrate that there are significant differences between the HRM practices deployed in Irish-owned MNEs and that of their US counterparts but considerable similarity with UK MNEs.• A key conclusion is that arguments in the literature regarding MNEs moving towards the adoption of global best practices, equating to the pursuance of an American model of HRM, were not obvious as we found considerable variation from 'US practices' amongst indigenous Irish MNEs.

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“…In Ireland, several studies have highlighted the marked increase in trade union avoidance, particularly among American MNCs establishing at greenfield facilities (cf. Gunnigle, 1995, Gunnigle et al, 1997Geary & Roche, 2001;Lavelle, 2008).…”

Section: Employer Approaches To Trade Union Avoidancementioning

confidence: 99%

Subtle but deadly? union avoidance through “double breasting” among multinational companies

Gunnigle¹,

Lavelle²,

McDonnell³

2009

Advances in Industrial and Labor Relations

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This paper examines the use of so called 'double breasting' as a means of union avoidance among multinational companies (MNCs). Double breasting refers to the practice whereby multi-establishment organizations simultaneously operate establishments on both a union and non-union basis. Using survey data from the largest and most representative empirical investigation of employment practice in MNCs in Ireland to date and supplemented by qualitative data gathered from case based investigations in the subsidiary operations of American owned MNCs, we profile the incidence and pattern of this particular form of union avoidance as well as providing insights on management's rationale for so doing. Our findings suggest that a substantial and increasing number of unionized MNCs in Ireland are engaging in double breasting. This phenomenon is most evident among U.S. MNCs. We also find that employers, at both local and global level, has proactively initiated double breasting as a strategic ploy to increase management prerogative and better position subsidiary operations to attract new investment from corporate levels.

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Multinationals and human resource practices in Ireland: a rejection of the 'new conformance thesis'

Cited by 73 publications

References 0 publications

Miners, politics and institutional caryatids: Accounting for the transfer of HRM practices in the Brazilian multinational enterprise

Miners, politics and institutional caryatids: Accounting for the transfer of HRM practices in the Brazilian multinational enterprise

Human Resource Management in Multinational Enterprises: Evidence From a Late Industrializing Economy

Subtle but deadly? union avoidance through “double breasting” among multinational companies

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