Tools
Tools
Edwards, Paul K., Sánchez-Mangas, Rocío, Tregaskis, Olga 
ORCID: https://orcid.org/0000-0002-9954-5152, Lévesque, Christian, McDonnell, Anthony and Quintanilla, Javier
(2013)
Human resource management practices in the multinational company: A test of system, societal, and dominance effects.
Industrial and Labor Relations Review, 66 (3).
pp. 588-617.
ISSN 0019-7939
Abstract
Does the use of HRM practices by multinational companies (MNCs) reflect their national origins or are practices similar regardless of context? To the extent that practices are similar, is there any evidence of global best standards? The authors use the system, societal, and dominance framework to address these questions through analysis of 1,100 MNC subsidiaries in Canada, Ireland, Spain, and the United Kingdom. They argue that this framework offers a richer account than alternatives such as varieties of capitalism. The study moves beyond previous research by differentiating between system effects at the global level and dominance effects arising from the diffusion of practices from a dominant economy. It shows that both effects are present, as are some differences at the societal level. Results suggest that MNCs configure their HRM practices in response to all three forces rather than to some uniform global best practices or to their national institutional contexts.
| 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: | Olga Tregaskis |
| Date Deposited: | 15 Feb 2013 15:19 |
| Last Modified: | 23 Apr 2024 13:30 |
| URI: | https://ueaeprints.uea.ac.uk/id/eprint/41242 |
| DOI: | 10.1177/001979391306600302 |
Actions (login required)
 |
View Item |