Transfer of HRM practices across cultures: An American company in Scotland

Tayeb, Monir

doi:10.1080/095851998341125

Cited by 118 publications

(91 citation statements)

References 21 publications

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Section: Heraclitusmentioning

confidence: 99%

“…Perceptions, attitudes, preferences and behaviors of employees and customers are, to a large extent, shaped by culture (Taras, Kirkman and Steel 2010a). As a result, managerial practices may not be transferable across national borders and culture must be taken into account to maximize organizational performance (Tayeb 1998).Several large-scale projects (Hofstede 1980; Schwartz 1992; House, Hanges, Javidan, Dorfman and Gupta 2004) explored cultural value differences around the world and clustered countries into cultural regions. A substantial body of research allows for predicting and adjusting management systems to match the local culture.…”

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confidence: 99%

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Work-related acculturation: change in individual work-related cultural values following immigration

Taras

Rowney

Steel

2013

The International Journal of Human Resource Management

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Abstract:The effects of culture in the workplace have been well documented. Because cultures vary across countries, business practices that are effective in some regions may not be effective in others. While cross-country cultural differences have been explored in depth, little is known about cultural variations and dynamics in the context of immigration. On the basis of a multilevel study of 2163 immigrants and locals residing in Canada, we investigate (1) patterns of immigrant acculturation; (2) the relationship between acculturation of visible elements of culture, such as language proficiency or cuisine and music tastes, and acculturation of tacit cultural values and (3) individual-and group-level predictors and moderators of acculturation. The results are discussed with a focus on implications for practitioner managers and immigration policy makers.Keywords: acculturation | cross-cultural management | culture | culture change | immigration Article:(Everything flows). HeraclitusRecent decades were signified by unprecedented cross-national migration around the world. For example, according to national census reports, annual immigrant influx approaches a million in the USA, half a million in the EU and a quarter million in Canada. While immigration creates great opportunities, it also poses challenges, not the least of which is cultural. Research has effectively demonstrated that culture greatly affects most aspects of business. Perceptions, attitudes, preferences and behaviors of employees and customers are, to a large extent, shaped by culture (Taras, Kirkman and Steel 2010a). As a result, managerial practices may not be transferable across national borders and culture must be taken into account to maximize organizational performance (Tayeb 1998).Several large-scale projects (Hofstede 1980; Schwartz 1992; House, Hanges, Javidan, Dorfman and Gupta 2004) explored cultural value differences around the world and clustered countries into cultural regions. A substantial body of research allows for predicting and adjusting management systems to match the local culture. However, can these results be generalized to management of immigrants? By definition, immigrants have ties to two or more countries. Should immigrants be assumed to retain the values of their country of origin or should they be assumed to internalize values of their host countries? What is the culture of an employee, customer or business partner who, for example, grew up in China but has lived in the USA for the past 10 years? Would the approach that works best in China work best for Chinese immigrants in the USA, or should it be assumed that their values have Americanized?Hundreds of publications have addressed issues of acculturation, and it may appear that the topic has been well explored. However, acculturation research has traditionally focused on changes in cultural artifacts, such as language proficiency, preferences for music, cuisine, media and clothing style (Rudmin 2009). While artifacts and rituals are important attributes of culture, they...

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Section: Heraclitusmentioning

confidence: 99%

mentioning

confidence: 99%

Work-related acculturation: change in individual work-related cultural values following immigration

Taras

Rowney

Steel

2013

The International Journal of Human Resource Management

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“…Based on existing literature (Uddin, 2010;Chung, 2007;Walby, 1989;Hunter et al, 1993;Michie and Sheehan-Quinn, 2001;Gellatly et al, 2009;Delson, 2004;Reilly, 2001;Yanadon and Kato, 2009;Tikos, 2009;Atkinson, 1984 and1985;Kalleberg, 2003;Pudelko, 2005;Knorringa and Pegler, 2006;Guzman, 2000;Toledo, 2007;Tayeb, 1998) on employers' strategies concerning flexibility and their impacts on employees' flexibility, indicators that may best capture flexibility not only for employers but employees also could be structured under the following framework:…”

Section: What Indicators May Best Capture Flexibility For Employers Amentioning

confidence: 99%

What Factors May Make Flexibility a Positive Thing for Employers and Employees?

Uddin¹

2011

IJBM

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Till to date since the 1980s, whether flexibility is a positive thing for both employers and employees is debated. Even issues responsible to the ambiguity are also debated. This paper attempts to identify some factors or conditions that may make flexibility a positive thing for both employers and employees. This paper reveals that sometimes employers' flexibility questions employees' flexibility. At times, the latter challenges the former. To attain mutual gains, employers should be aware of some factors challenging to employees' flexibility. Employers should reduce institutional complexities existing in their firms. Conversely, both employers and employees should balance their power and ownership. They could accentuate on positive social network ties. In general, employers need to change their attitude and respect to employees' basic demands. By contrast, employees' dynamic attachment with and positive response to their firms are important. Additionally, factors identified as internal and external should effectively be taken into consideration.

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“…The main limitation of the current body of research is the exclusive focus on western multinationals in western countries or emerging economies (Almond et al, 2003;Edwards, 1998;Edwards and Ferner, 2004;Farley et al, 2004;Ferner and Quintanilla, 1998;Ferner and Varul, 1999;Guest and Hoque, 1996;Innes and Morris, 1995;Muller, 1998;Tayeb, 1998). Extant research has not examined HRM practices of MNCs from emerging economies operating in Western developed countries.…”

Section: Introductionmentioning

confidence: 99%

HRM strategies and MNCs from emerging economies in the UK

Chang

Wilkinson

Mellahi

2007

European Business Review

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PurposeHRM practices in foreign subsidiaries have been the subject of much attention in recent years. However, research on HRM practices by subsidiaries of multinationals (MNCs) has so far focused largely on subsidiaries of western multinationals in western and or emerging economies. The authors have little knowledge concerning HRM practices of subsidiaries of multinationals from emerging economies in developed western countries. The purpose of this paper is to examine HRM practices of MNCs from emerging economies operating in western developed countries.Design/methodology/approachSurvey.FindingsA blend of practices has been adopted by the subsidiaries, ranging from emulating home country practices, adapting host country practices, and a Melange of home and host country practices.Originality/valueFirst, HRM practices used by emerging economy MNCs in an advanced economy have been identified. Second, the results suggest that MNCs from emerging economies behave differently from MNCs from developed countries such as Japan, the USA and Western European countries. Past research shows that MNCs from advanced economies such as Japanese MNCs in the UK tend to transplant the ideas and practices of so‐called excellent human resource management systems from their own parent companies. However, Taiwanese MNCs deliberately adopt a varied HR approach to operate in an advanced economy as a result of dual pressures of home and host country effect. Consequently, apart from strategic issues wholly made by headquarters in Taiwan, other HR practices either adapt to local practices or use a hybrid style.

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Transfer of HRM practices across cultures: An American company in Scotland

Cited by 118 publications

References 21 publications

Work-related acculturation: change in individual work-related cultural values following immigration

Work-related acculturation: change in individual work-related cultural values following immigration

What Factors May Make Flexibility a Positive Thing for Employers and Employees?

HRM strategies and MNCs from emerging economies in the UK

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