Human Resource Management Practices in the Multinational Company: A Test of System, Societal, and Dominance Effects

Edwards, Paul K., Sánchez-Mangas, Rocío, Tregaskis, Olga, 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

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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
Depositing User: Olga Tregaskis
Date Deposited: 15 Feb 2013 15:19
Last Modified: 21 Apr 2020 16:09
URI: https://ueaeprints.uea.ac.uk/id/eprint/41242
DOI: 10.1177/001979391306600302

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