Similarity, Isomorphism or Duality? Recent Survey Evidence on the Human Resource Management Policies of Multinational Corporations

Abstract

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The effect of leadership style on talent retention during Merger and Acquisition integration: evidence from China

“…Brewster, Wood, and Brookes (2008) found variations in a range of HR practices and concluded that multinational corporation tended to manage their human resources in ways that are distinct from those of their host country. Furthermore, Brewster, Wood, Brookes, and Van Ommeren (2006) showed that the HR component is affected not only by organizational size but also by sector and national location.…”

Managing the duality of IHRM: unravelling the strategy and perceptions of key actors in South Korean MNCs

“…These issues are typically researched through the survey method, often relying on one respondent per organisation (e.g. Rosenzweig and Nohria 1994;Brewster et al 2008). By contrast, this study draws on interviews with multiple key actors in each case study organisation, to provide a more multifaceted account of the array of perceptions and actions that inform decision-making processes entailed in managing the duality of pressures in practice.…”

“…A significant amount of research on the HRM of MNCs has examined the degree of global integration or local responsiveness in subsidiary HRM practices by assessing whether a particular HRM practice or configuration of HRM practices resembles local practices, parent firm's practices or a hybrid of the two, and attempted to identify the contextual determinants of the balance (Björkman 2006;Rosenzweig 2006;Brewster et al 2008). However, insofar as our interest is in the issue of managing the dual pressures, it could be argued that this stream of research confronts two limitations.…”

“…It is widely accepted that one of the key issues in the practice of international human resource management (HRM) is the need to manage the dual pressures of global integration and local responsiveness (Evans, Pucik and Barsoux 2002;Rosenzweig 2006;Brewster, Wood and Brookes 2008). Most recent research has explored the issue by studying the impact of the dual pressures on how multinational corporations (MNCs) manage their human resources, especially by examining whether subsidiaries adopt parent company practices or local practices.…”

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

“…Pudelko and Harzing (2007) draw conclusions about the move towards dominant (US) practices based on analysis of 12 subjective, micro-focused, bipolar scale measures, covering recruitment, training, promotion, communication and employee incentives. Brewster et al (2008) focused on different HRM practices but the substantive areas of training, employee consultation, employee incentives and communication were employed. Our study also incorporated most of these substantive areas of HRM, as well as incorporating dimensions which have received limited attention to date.…”