The effect of corporate-level organizational factors on the transfer of human resource management practices: European and US MNCs and their Greek subsidiaries

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The effect of organisational factors on the transfer of human resource management practices: European and US MNCs and their Greek subsidiaries

International Conference on International Human Resource Managemen

The effect of corporate-level organisational factors on the transfer of human resource management practices: European and US MNCs and their Greek subsidiaries.

NoOne of the central questions in the literature on MNCs is the extent to which their subsidiaries act and behave as local firms (local isomorphism) versus the extent to which their practices resemble those of the parent company or some other global standard (internal consistency). Drawing on the resource-based view and resource-dependency theory, this paper aims to provide an insight into the interplay of several corporate-level organizational factors that affect the transfer of HRM practices across borders. Data collected from 80 European and US multinationals with subsidiaries in Greece are used to test specific hypotheses. Our results indicate that the level of importance attached to HRM by the MNC's top management and international experience have the highest explanatory power for the transfer of HRM practices, while international competitive strategy, informal control and the presence of expatriates also have a marginally significant influence

Transferability of human resource management practices across borders A European reflection on Greece

SIGLEAvailable from British Library Document Supply Centre-DSC:9350.9363(no 0014) / BLDSC - British Library Document Supply CentreGBUnited Kingdo