Multinationals’ HRM policies and practices: do national institutions in less developed countries really matter?
| dc.contributor.author | Ayentimi, Desmond Tutu | |
| dc.contributor.supervisor | Assoc. Prof. Kantha Dayaram | en_US |
| dc.date.accessioned | 2017-10-04T03:18:17Z | |
| dc.date.available | 2017-10-04T03:18:17Z | |
| dc.date.issued | 2017 | |
| dc.identifier.uri | http://hdl.handle.net/20.500.11937/57088 | |
| dc.description.abstract |
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. | en_US |
| dc.publisher | Curtin University | en_US |
| dc.title | Multinationals’ HRM policies and practices: do national institutions in less developed countries really matter? | en_US |
| dc.type | Thesis | en_US |
| dcterms.educationLevel | PhD | en_US |
| curtin.department | School of Management | en_US |
| curtin.accessStatus | Open access | en_US |
| curtin.faculty | Curtin Business School | en_US |