French multinationals and human resource management in Jordan

This study set out to contribute to the literature on international human resource management (IHRM) strategies of multinational corporations (MNCs) and the factors that influence them. In doing so it sought to address a number of weaknesses in the existing literature, notably a marked lack of research into the strategies adopted by MNCs in developing economies, particularly when they become involved under the auspices of privatisation programmes. More specifically, the study sought to investigate the human resource management (HRM) reforms introduced by three French MNCs in privatised Jordanian companies and the factors that influenced them. The research utilised a longitudinal multiple-case design to achieve the study's aim and objectives, and was conducted in three phases over three years. More specifically, the study was based upon a sample of three case studies of privatised Jordanian companies that had recently come under the control of French MNCs operating in different sectors. Primary data was gathered through 67 in-depth semi-structured interviews with company directors, senior line and finance managers, and HR staff, including senior personnel based at headquarters in France. In addition, 14 interviews were conducted with government officials in Jordan and a range of supplementary documentary evidence was examined. In general, the findings from the case study companies revealed that in each of the Jordanian subsidiaries a wide range of changes had been made to the previously existing HRM policies. These encompassed the making of reforms in each of the specific areas of HR activity investigated: the people management responsibilities of line managers; staffing, recruitment and selection; training and development; performance appraisal; rewards; and communication and consultation. Taken together, the case studies highlighted similarities in terms of the objectives and broad thrust of the structural, policy and cultural reforms that were introduced. However, they also showed the companies to differ in terms of the way in which the reforms were centrally authored, the extent to which they were implemented in a participative way, the types of control mechanisms that were used to support the reform process, and the pace with which the reforms were introduced. The above similarities and differences appeared to nave been influenced by a number of interrelated factors. Most important was the beliefs that senior management held of what constituted 'good and appropriate' human resource practice. Others related to the characteristics of the industries in which the MNCs operated and the implications these had for company business strategies and structures; the parent company's country of origin and experience in managing international operations; the strategic role of the subsidiaries and their mode of establishment; and a number of host country effects. Overall, it is argued, that the study's findings contribute to existing knowledge in a number of ways. First, the findings lend some further support to the validity of Perlmutter's typology of the IHRM strategies that are adopted by MNCs, while also raising doubts about its future usefulness. They also add weight to the view that a process of convergence is occurring in respect of the HRM policies utilised by MNCs, and that this convergence is centred around an Anglo-Saxon conceptualisation of HRM best practice. At the same time, they also lend weight to the argument that this process of Anglo-Saxonisation is occurring in the context of national specific frameworks. As a result, the study suggests that there remains some country of origin influence over the way MNCs mange their human resources. More generally, the study's findings tend to suggest, contrary to some arguments in the literature, that MNCs do not apply different IHRM strategies and practices to their subsidiaries in developing economies. They also suggest that more attention needs to be paid to the way in which government policies and wider political pressures, surrounding the privatisation programmes of such countries act to influence the way in which MNCs approach the process of reform in subsidiaries acquired as a result of privatisation. More generally, the study's findings tend to suggest, contrary to some arguments in the literature, that MNCs do not apply different IHRM strategies and practices to their subsidiaries in developing economies. They also suggest that more attention needs to be paid to the way in which government policies and wider political pressures, surrounding the privatisation programmes of such countries act to influence the way in which MNCs approach the process of reform in subsidiaries acquired as a result of privatisation. More generally, the study's findings tend to suggest, contrary to some arguments in the literature, that MNCs do not apply different IHRM strategies and practices to their subsidiaries in developing economies. They also suggest that more attention needs to be paid to the way in which government policies and wider political pressures, surrounding the privatisation programmes of such countries act to influence the way in which MNCs approach the process of reform in subsidiaries acquired as a result of privatisation. More generally, the study's findings tend to suggest, contrary to some arguments in the literature, that MNCs do not apply different IHRM strategies and practices to their subsidiaries in developing economies. They also suggest that more attention needs to be paid to the way in which government policies and wider political pressures, surrounding the privatisation programmes of such countries act to influence the way in which MNCs approach the process of reform in subsidiaries acquired as a result of privatisation

The state of HRM in the Middle East:Challenges and future research agenda

Based on a robust structured literature analysis, this paper highlights the key developments in the field of human resource management (HRM) in the Middle East. Utilizing the institutional perspective, the analysis contributes to the literature on HRM in the Middle East by focusing on four key themes. First, it highlights the topical need to analyze the context-specific nature of HRM in the region. Second, via the adoption of a systematic review, it highlights state of development in HRM in the research analysis set-up. Third, the analysis also helps to reveal the challenges facing the HRM function in the Middle East. Fourth, it presents an agenda for future research in the form of research directions. While doing the above, it revisits the notions of “universalistic” and “best practice” HRM (convergence) versus “best-fit” or context distinctive (divergence) and also alternate models/diffusion of HRM (crossvergence) in the Middle Eastern context. The analysis, based on the framework of cross-national HRM comparisons, helps to make both theoretical and practical implications

Key account management in an emerging economy: a case study approach

Purpose – The strategy of carefully selecting the most important group of business customers for special treatment – for which several terms are in use – has come in for considerable recent attention from both academics and practitioners. The purpose of this paper is to examine “strategic account management” at a large telecommunications operator in a developing country (“Arab Telco”). Design/methodology/approach – The paper presents an in-depth single-company case study. Findings – The approach to strategic account management employed by Arab Telco shows excellent fit with the recommendations of Western authorities about the implementation of such programs. In particular, there is evidence that the program is being implemented sincerely, with the allocation of additional resources to the strategic account function and the delivery of special treatment to strategic account customers. However, the strategic account program is still relatively immature and the term “key account management” is also in use at Arab Telco; this term refers to many customers who are not of particular strategic significance to the company. Research limitations/implications – Further research is needed into the impact of culture-specific factors on the implementation of strategic account management. The transference of Western marketing models to emerging economies offers fruitful scope for additional research. Originality/value – The paper examines the direct transfer of a well-known Western management technique – i.e. strategic account management – to a major company in an emerging economy in the Arab world

Transferring Western HRM practices to developing countries: the case of a privatised utility in Jordan

Purpose – This paper seeks to explore the nature of the human resource reforms introduced by a French multinational into a privatized Jordanian utility and the impact of these reforms on worker experiences, attitudes and behaviour. Design/methodology/approach – The approach takes the form of a single-company case study using longitudinal interview data (44 interviews over a period of two and a half years) and a staff survey (202 completed and usable replies). Findings – Employees had experienced changes as a result of the HR reforms and these experiences were, at the aggregate level, associated with a number of positive attitudinal and behavioural outcomes. There were marked differences between different categories of staff in these respects, with more senior staff and those with higher educational qualifications being those most likely to report positive attitudinal and behavioural outcomes. Research limitations/implications – Studies of the transfer of Western management techniques to developing countries cannot treat the workforce as homogeneous. There are likely to be important differences between groups based on demographic criteria such as education, job category and length of service. However, this project used a single-company case study and so is capable of only limited generalization. Practical implications – The differences between employee groups in attitudes towards the HR reforms are best seen as the outcome of “deliberate intent” on the part of the French MNC rather than intra-organisational variations in “cultural receptivity”. They indicate that, to some extent, MNCs can successfully pursue different human resource approaches in respect of different categories of staff. However, some employees felt that they were adversely affected by the reforms. Originality/value – The paper contributes an in-depth empirical study to the important but relatively under-researched area of the transfer of management techniques by MNCs to companies in developing countries

Relational Resources for Emerging Markets\u27 Non-Technological Innovation: Insights from China and Taiwan

Carta del editor D. José Lazaro, a D. Pedro Dorado Montero, comunicándole haber pagado su cuota de la Unión Internacional de Derecho Penal

Questioning the Appropriateness of Examining Guanxi in a Wasta Environment: Why Context Should be Front and Center in Informal Network Research. A Commentary on “De-Linking From Western Epistemologies: Using Guanxi-Type Relationships to Attract and Retain Hotel Guests in the Middle East

n this commentary we reflect on Shaalan, Eid, and Tourky’s (2022)article in which they investigated the Chinese concept and practice of guanxi in the Middle East1, a region in which wasta represents the common way of informal networking. While we encourage and welcome research into informal networks, we have serious concerns about the conceptual and methodological approaches taken by Shaalan et al.(2022) in investigating informal networks in the Middle East and we explain herein why we do not believe guanxi should have been used in place of wasta. In this commentary, we commence by introducing wasta,the dominant concept in the Middle East, which Shaalan et al.(2022) disregarded. Then we reflect on the conceptual approach of researching an indigenous network construct in a foreign environment of a different culture which already has its own informal networks. In the commentary we also point out areas of concern in relation to research design and methodology. Finally, we provide suggestions for future research on informal networks, and we explicitly encourage further debate which draws on our commentary