Coordinated vs. liberal market HRM: the impact of institutionalization on multinational firms
| Autor: | Chris Brewster, Erik Poutsma, Elaine Farndale |
|---|---|
| Přispěvatelé: | Department of Human Resource Studies |
| Rok vydání: | 2008 |
| Předmět: |
Organizational Behavior and Human Resource Management
Embeddedness Institutionalisation Strategy and Management Business system planning Context (language use) Capitalism Differential effects Market economy PARTicipation and New Employment Relations Multinational corporation Management of Technology and Innovation Industrial relations Economics Survey data collection Relational Enterprise Business and International Management Economic system |
| Zdroj: | International Journal of Human Resource Management, 19(11), 2004-2023. ROUTLEDGE JOURNALS, TAYLOR & FRANCIS LTD International Journal of Human Resource Management, 19, 2004-2023 International Journal of Human Resource Management, 19, 11, pp. 2004-2023 |
| ISSN: | 1466-4399 0958-5192 |
| DOI: | 10.1080/09585190802404247 |
| Popis: | Contains fulltext : 68598.pdf (Publisher’s version ) (Closed access) The impact of institutionalized contexts on the HRM activities of multinational firms has become a focus of increasing attention in recent literature. However, theories of how different types of business systems or market economies may influence HRM, and the impact of context on multinational corporations (MNCs) operating under these different conditions are still not fully tested. In this paper the influence of the extent of institutional embeddedness of different national contexts (based on varieties of capitalism theory) on the HRM activities of MNCs is explored through the use of extensive survey data from four countries: the UK, Germany, the Netherlands and Sweden. Evidence is found of differences in HRM practices between foreign- and domestic-owned MNCs, as well as between MNCs and domestic organizations. Although less than expected, the restricted amount of leeway within a coordinated economy also appears to have differential effects on the various HRM practices explored in these foreign and domestic organizations. 15 p. |
| Databáze: | OpenAIRE |
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