Abstract:This article analyzes variations in the international human resource management (IHRM) approaches of Russian multinational enterprises (MNEs) in the contexts of developed and developing countries. The data were gathered through interviews conducted at the headquarters of Russian MNEs and at their subsidiaries in developed and developing countries. The results indicate that Russian MNEs adopt HRM practices of Western origin. However, these MNEs differ radically in their choices of IHRM approaches. Many of these… Show more
“…While the tendency of mimicking "global best practices" from a dominant economy and disseminating them to subsidiaries has been well evidenced in the cases of EMNEs (Andreeva et al, 2014;Geary et al, 2017;Zhang & Edwards, 2007), the specific challenges of implementing this sort of approach have received little attention.…”
Section: Discussionmentioning
confidence: 99%
“…Recent studies of EMNEs have examined the implementation of such practices across subsidiaries in industries where EMNEs enjoy dominant positions, or in particular kinds of host countries (Andreeva et al, 2014;Geary et al, 2017). ment" and adopt more ambitious approaches (Madhok & Keyhani, 2012, p. 35).…”
There is increasing evidence that multinational enterprises (MNEs) from less dominant economies tend to mimic and disseminate human resource management (HRM) practices sourced from a dominant economy, usually the United States, to overcome their "liabilities of origin." However, our understanding of the specific challenges involved in the implementation of such practices by firms across different national and subsidiary contexts remains limited. Drawing on evidence from a case study of a South Korean MNE, we examine the extent to which, and ways in which, global HRM policies mimicking U.S. practices are implemented across its sales, manufacturing, and research and development subsidiaries in the United States and India. We find discernible differences in the implementation of the global policies both between the two host country sites and across the three function-specific subsidiaries in each country, identifying a range of national and subsidiary-specific factors that inform these variable implementation outcomes. In addition to legitimacy challenges related to the source, appropriateness, and process of transfer, we note a unique form of legitimacy challenge-"the liability of mimicry"-whereby local actors can challenge head office policies on the basis of a claim to superior expertise in the dominant practices, as a particular concern of MNEs from emerging economies.
“…While the tendency of mimicking "global best practices" from a dominant economy and disseminating them to subsidiaries has been well evidenced in the cases of EMNEs (Andreeva et al, 2014;Geary et al, 2017;Zhang & Edwards, 2007), the specific challenges of implementing this sort of approach have received little attention.…”
Section: Discussionmentioning
confidence: 99%
“…Recent studies of EMNEs have examined the implementation of such practices across subsidiaries in industries where EMNEs enjoy dominant positions, or in particular kinds of host countries (Andreeva et al, 2014;Geary et al, 2017). ment" and adopt more ambitious approaches (Madhok & Keyhani, 2012, p. 35).…”
There is increasing evidence that multinational enterprises (MNEs) from less dominant economies tend to mimic and disseminate human resource management (HRM) practices sourced from a dominant economy, usually the United States, to overcome their "liabilities of origin." However, our understanding of the specific challenges involved in the implementation of such practices by firms across different national and subsidiary contexts remains limited. Drawing on evidence from a case study of a South Korean MNE, we examine the extent to which, and ways in which, global HRM policies mimicking U.S. practices are implemented across its sales, manufacturing, and research and development subsidiaries in the United States and India. We find discernible differences in the implementation of the global policies both between the two host country sites and across the three function-specific subsidiaries in each country, identifying a range of national and subsidiary-specific factors that inform these variable implementation outcomes. In addition to legitimacy challenges related to the source, appropriateness, and process of transfer, we note a unique form of legitimacy challenge-"the liability of mimicry"-whereby local actors can challenge head office policies on the basis of a claim to superior expertise in the dominant practices, as a particular concern of MNEs from emerging economies.
“…In the context of global integration and locally adapted IHRM practices, they are faced with a paradox: on the one hand, they need to develop control and coordination mechanisms consistent with international best practices, while on the other hand they need to be responsive to national interests, which may nevertheless impede global best practices (Lawrence and Lorsch, 1967;Tayeb, 1998). In the case of Emirati MNEs, we adopt the analogy of the double-faced challenge (the Janus face)in developing IHRM practices (see, for the same phenomenon in Russian MNEs, Andreeva et al, 2014). Our findings indicate that Emirati MNEs adopt distinctive approaches to the implementation of IHRM in foreign subsidiaries.…”
Section: Global Integration Vs Local Responsivenessmentioning
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“…Western models of HRM with emerging economies (Andreeva et al, 2014). Our results indicate however that researchers should pay special attention to the influence of an array of contextual factors when understanding the impact of strategic HRM practices in different national contexts.…”
Purpose
The purpose of this paper is to address gaps in the knowledge about human resource (HR) professional involvement in strategic decision-making in China compared with that in Australia.
Design/methodology/approach
First, the authors compare the strategic involvement of Chinese and Australian HR professionals. Second, based on the upper echelon theory, the authors compare the impact of chief executive officer (CEO) and top management team (TMT) between both countries on HR involvement in strategic decision-making. Data were collected from matched pairs of HR and TMT executives in China (n = 168) and in Australia (n = 102).
Findings
Results indicate a difference, despite of no statistical significance, in HR involvement in strategic decision-making between Chinese and Australian samples. TMT behavioural integration was positively related to HR involvement in strategic decision-making in a collectivistic culture (i.e. in China), but not in an individualistic culture (i.e. in Australia). However, CEO support for HRM was positively related to HR involvement in strategic decision-making in Australia, whereas it is not related in China.
Originality/value
The paper conducts a comparative study and practical, and research implications are discussed at the end.
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