Multinationals’ HRM policies and practices: do national institutions in less developed countries really matter?
MetadataShow full item record
This study draws on the lens of institutional theory to explore how the coercive (regulatory), cognitive (culture) and normative institutional settings of a less developed host-country (LDC) impact MNE subsidiaries’ HRM practice configurations. The study found that the regulatory or coercive institutional profile of the host-country is both supportive and receptive to HRM practice diffusion, whilst the cognitive and normative institutional profiles are the sources of constraints to HRM practice diffusion in LDCs.
Showing items related by title, author, creator and subject.
Does the historical and institutional re-construction of Ghana support the transfer of HRM practices?Ayentimi, D.; Burgess, J.; Dayaram, Kandy (2018)© 2018, Emerald Publishing Limited. Purpose: This study aims to investigate whether the historical and institutional re-construction of Ghana support the transfer of human resource management (HRM) practices and if so, ...
Exploring the configuration of strategy, structure and culture – the case of multinational subsidiaries in MalaysiaMohamad, Wardah (2010)The study of organizational strategy, structure and culture has been an area of interest for strategic management research. While there is abundant empirical research on strategic management in the West, little research ...
An exploration of the global development of emerging country multinationals : a study of strategic ambitions and talent management in China and IndiaLiu, Yi (2012)Since Jim O’Neill, the Goldman Sachs economist, coined the acronym of the BRIC countries in 2001 the concept has attracted an infectious logic. The growth of the four BRIC countries, Brazil, Russia, India, and China, is ...