Abstract
This study sets out to explore human resource management (HRM) practices in multinational corporation (MNC) subsidiaries within an institutional theory framework. Based on a sample of 158 subsidiaries of MNCs operating in the United States, Russia and Finland, the paper examines factors hypothesised to influence the HRM practices adapted in US, Japanese and European MNC subsidiaries located in Russia, Finland and the US. The results indicate significant differences in HRM practices used across host countries. Both the status of the subsidiary human resource department and the degree to which the subsidiary was involved in knowledge transfer with other parts of the MNC had a significant impact on the selection of HRM practices.
| Original language | English |
|---|---|
| Pages (from-to) | 430-446 |
| Number of pages | 17 |
| Journal | Journal of International Business Studies |
| Volume | 38 |
| Issue number | 3 |
| DOIs | |
| Publication status | Published - May 2007 |
| MoE publication type | A1 Journal article-refereed |
UN SDGs
This output contributes to the following UN Sustainable Development Goals (SDGs)
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SDG 9 Industry, Innovation, and Infrastructure
Keywords
- human resource management
- multinational corporations
- institutional theory
- HUMAN-RESOURCE MANAGEMENT
- INTERNATIONAL JOINT VENTURES
- FIRM PERFORMANCE
- ORGANIZATIONAL PERFORMANCE
- MULTINATIONAL-CORPORATIONS
- MANUFACTURING PERFORMANCE
- COMPETITIVE ADVANTAGE
- CHANGING-ROLE
- IMPACT
- RUSSIA
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