HRD in multinationals: the global/local mix

Tregaskis, Olga ORCID:, Heraty, Noreen and Morley, Michael (2001) HRD in multinationals: the global/local mix. Human Resource Management Journal, 11 (2). pp. 34-56. ISSN 0954-5395

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This article is concerned with how MNCs (multinational corporations) differ from indigenous organisations in relation to their human resource development (HRD) practices, and whether this relationship changes across countries. We question whether local isomorphism is apparent in the HRD practices of MNCs, or whether MNCs share more in common with their counterparts in other countries. A series of hypotheses are put forward and tested, using survey data from 424 multinational and 259 indigenous organisations based in the UK and Ireland. The results suggest a hybrid form of localisation, where MNCs adapt their practices to accommodate national differences, but that these adaptations do not reflect convergence to domestic practice. The results also indicate that MNCs are selective in the HRD practices that are adapted. Evidence from this study indicates that country differences in career traditions and labour market skill needs are key drivers in the localisation of associated HRD practice. In contrast, MNCs, irrespective of national context, adopt comparable systematic training frameworks, ie training-need identification, evaluation and delivery.

Item Type: Article
Faculty \ School: Faculty of Social Sciences > Norwich Business School
UEA Research Groups: Faculty of Social Sciences > Research Groups > Employment Systems and Institutions
Depositing User: Elle Green
Date Deposited: 17 Oct 2011 13:28
Last Modified: 24 Oct 2022 03:47
DOI: 10.1111/j.1748-8583.2001.tb00037.x

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