Book ChapterDOI
The Two Logics Behind Human Resource Management
Paul Evans,Peter Lorange +1 more
- pp 144-161
TLDR
In this paper, the authors propose that policies and practices for human resource management that are effective in managing one product-market may not be the most appropriate for another; those that work well in one cultural setting will not necessarily function in another.Abstract:
Multinational corporations (MNCs) often operate in many different product-market segments. The employees in their far flung geographic operations represent very different social cultures. The policies and practices for human resource management that are effective in managing one product-market may not be the most appropriate for another; those that work well in one cultural setting will not necessarily function in another.read more
Citations
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Journal ArticleDOI
Influences on Human Resource Management Practices in Multinational Corporations
TL;DR: In this article, a study of human resource management practices in 249 U.S. affiliates of foreign-based multinational corporations (MNCs) shows that in general affiliate HRM practices closely follow local practices, with differences among specific practices.
Journal ArticleDOI
Toward an Integrative Model of Strategic International Human Resource Management
TL;DR: In this article, the authors build on previous work in international human resource management by drawing on concepts from the resource-based view of the firm and resource dependence to develop a theoretical model of the determinants at strategic international HR systems in multinational corporations.
Journal ArticleDOI
Institutional theory and the cross-national transfer of employment policy: the case of ‘workforce diversity’ in US multinationals
TL;DR: In this paper, a comparative institutionalist approach combined with a power/interests perspective is used to examine the processes whereby diversity policy is "internationalised" by US multinational companies and argue that the process of policy transfer to UK subsidiaries is complicated by incomplete and contested "institutionalisation" of diversity within the US itself, and by differing conceptions of diversity between the US and the UK.
Journal ArticleDOI
Is There a Relationship Between a Geocentric Mind-Set and Multinational Strategy?
TL;DR: In this article, a survey of senior corporate international HRM managers of large, U.S.-based, manufacturing multinationals was conducted and an index of a geocentric mind-set was found to correlate with geographic scope and various aspects of IHRM policy and practice.
Journal ArticleDOI
Power, institutions and the cross-national transfer of employment practices in multinationals
TL;DR: In this paper, the authors argue that the transfer of practices involves different kinds of power capabilities through which MNC actors influence their institutional environment both at the macro-level of host institutions and the micro level of the MNC itself.