Performance management

Performance managemen

Organisational learning in multinational companies: explaining inter-organisational variation

This paper addresses the extent to which multinational companies (MNCs) deploy practices to facilitate organisational learning and the reasons for inter-organisational variation in sodoing. Using data from 260 MNCs in Ireland, we find that comparatively large numbers of firms have practices in place to facilitate organisational learning across their global operations. Most notably, we find almost half of all MNCs have a formal policy on organisational learning, while more than six in every ten MNCs in Ireland utilise three or more organisational learning mechanisms. In investigating inter-organisation variation with respect to our organisational learning dimensions, we test a number of hypotheses involving nationality, sectoral, MNC and HR factors. Our results show that the international HR structures are significant factors in explaining organisational learning in MNCs. We also find support that employment size, sector and integration between the MNCs global operations are useful variables in explaining variation in the use of organisational learning practices in MNCs

Charting the contours of employment relations in foreign-owned MNCs: survey evidence from the Republic of Ireland

This paper reports findings from the first large-scale representative survey of employment practices in multinational companies (MNCs) in Ireland. Using data from some 260 MNCs, it investigates the contention that foreign and Irish-owned MNCs differ in their approach to employment relations (ER). The paper finds evidence that Irish, UK and ‘rest of Europe’ MNCs are more likely to recognise trade unions, whereas US MNCs are the least likely to do so. More strikingly there is a growing trend of union avoidance amongst unionised companies through the establishment of new non-union sites. Differences between foreign and Irish-owned MNCs are also apparent. Overall, the evidence supports the view that a new orthodoxy is emerging in Irish ER whereby foreign-owned MNCs are introducing home country practices which are at odds with the more traditional pattern existing in Irish-owned MNCs

Employee voice in multinational companies

Employee voice in multinational companie

Unions on the edge? Industrial relations in multinational companies

The extent and nature of collective employee representation in multinational companies (MNCs) in Ireland has been the subject of intense debate over recent decades. Yet despite numerous commentaries on this and other aspects of industrial relations (IR) in MNCs in Ireland, we have no overall, authoritative picture of the ways in which MNCs manage IR (cf. McDonnell et al., 2007). This chapter reports findings from the first large-scale representative survey of employment practice in MNCs in Ireland. Using data from some 260 MNCs, we present findings on key aspects of IR practice, particularly in regard to trade union recognition and avoidance, collective bargaining and European Works Councils (EWCs). This chapter draws primarily on the results of the first large scale survey of employment practice in multinational companies as reported in Gunnigle, P., Lavelle, J. and McDonnell, A. (2007) 'Human Resource Practices in Multinational Companies in Ireland: A Large-Scale Survey', available: ULI

Learning transfer in multinational companies: explaining inter-organisation variation

This article addresses the extent to which multinational companies (MNCs) in Ireland deploy practices aimed at the transfer of learning in their operations and the factors explaining inter-organisation variation in so doing. Using data from 260 MNCs, we find that comparatively large numbers of firms deploy practices to transfer learning in their Irish operations. Most notably, we find that almost half of all MNCs have a formal policy on organisational learning, while more than six in every ten MNCs in Ireland utilise three or more learning transfer mechanisms. In investigating inter-organisation variation with respect to these, we test a number of hypotheses involving nationality, sectoral, MNC (e.g. organisation structure) and HR factors. Our results show that the presence of international HR structures is a significant factor in explaining learning transfer in MNCs. We also find support that employment size, sector and integration between the MNC's global operations are useful variables in explaining variation in the deployment of practices on learning transfer in MNCs.Contact: Anthony McDonnell, Centre for Institutional and Organisational Studies, Faculty of Business and Law, University of Newcastle, Callaghan, NSW 2308, Australia. Email: [email protected]

Subtle but deadly: union avoidance through "double breasting" among multinational companies

This paper examines the use of "double breasting" as a means of union avoidance among multinational companies (MNCs). Double breasting refers to the practice whereby multi-establishment organizations simultaneously operate establishments on both union and non-union bases. Using survey data from the largest and most representative empirical investigation of employment practice in MNCs in Ireland, supplemented by qualitative data gathered from case-based investigations in the subsidiary operations of American-owned MNCs, we profile the incidence and pattern of this particular form of union avoidance as well as providing insights on managements rationale for so doing. Our findings suggest that a substantial and increasing number of unionized MNCs in Ireland are engaging in double breasting. This phenomenon is most evident among U.S. MNCs. We also find that employers, at both local and global levels, have proactively initiated double breasting as a strategic ploy to increase management prerogative and better position subsidiary operations to attract new investment from corporate levels

Industrial relations in multinational companies (MNCs): double breasting and trade union avoidance in Ireland

Industrial relations in multinational companies (MNCs): double breasting and trade union avoidance in Irelan

Global talent management: exploring talent identification in the multinational enterprise

In recent decades, interest in talent management has continued to grow among practitioners, consultants and academics. Conceptual development and subsequent empirical analysis has been limited and struggled to keep pace with the plethora of management consultancy reports in the area. More recently, global talent management has come to the fore due to the increasing importance and challenges multinational enterprises (MNEs) face in satisfying their talent demands. This paper analyses the operationalisation of the talent identification stage in global talent management. In so doing, we find that the use of talent pool segmentation is becoming a popular means of identifying and managing talent. However, MNEs face a number of challenges in ensuring that it is an effective system

Management research on multinational corporations: a methodological critique

In the context of burgeoning research on multinational corporations (MNCs) this paper addresses the issue of the representativeness of databases of MNCs in Ireland. It identifies some important deficiencies in existing databases much used by scholars in the field. Drawing on the international literature, it finds that this problem also characterises research on MNCs in many other countries. In the Irish context we find that the extant empirical research has generally excluded two key categories of MNCs, namely, (a) foreign MNCs which are not grant-aided by the main industrial promotions agencies and (b) Irish-owned MNCs. The paper outlines our experience in identifying and addressing these deficiencies and describes the database which we established in an effort to more precisely define the MNC population in Ireland. More generally the paper reviews some of the issues and obstacles confronting scholars investigating the MNC sector in Ireland and abroad