HRD in multinationals: the global/local mix

Tregaskis, Olga, 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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Abstract

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
Depositing User: Elle Green
Date Deposited: 17 Oct 2011 13:28
Last Modified: 21 Apr 2020 21:10
URI: https://ueaeprints.uea.ac.uk/id/eprint/35028
DOI: 10.1111/j.1748-8583.2001.tb00037.x

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