High-performance work systems in foreign subsidiaries of American multinationals: An institutional model
AbstractThis study examines the implementation of high-performance work systems (HPWSs) in 217 subsidiaries of American-based multinational enterprises operating in 14 countries in Asia, Africa, and Europe. Specifically, this paper explores the effect of host-country institutional factors on the extent of HPWS implementation in subsidiaries, and focuses on “strong agency” influences and dominance effects. The proposed model was more successful in explaining the effect of HPWSs on rank-and-file employees than on managers. Of particular interest is the strong positive association between host-country economic growth and HPWS implementation, which suggests a possible cyclical sensitivity of subsidiaries regarding human resource management strategy.
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Bibliographic InfoArticle provided by Palgrave Macmillan in its journal Journal of International Business Studies.
Volume (Year): 42 (2011)
Issue (Month): 2 (February)
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Web page: http://www.palgrave-journals.com/
Postal: Palgrave Macmillan Journals, Subscription Department, Houndmills, Basingstoke, Hampshire RG21 6XS, UK
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- Irene Chow & Stephen Teo & Irene Chew, 2013. "HRM systems and firm performance: The mediation role of strategic orientation," Asia Pacific Journal of Management, Springer, vol. 30(1), pages 53-72, March.
- Chuang, Chih-Hsun & Chen, Shyh-jer & Chuang, Ching-Wen, 2013. "Human resource management practices and organizational social capital: The role of industrial characteristics," Journal of Business Research, Elsevier, vol. 66(5), pages 678-687.
- Mingqiong Zhang & David Fan & Cherrie Zhu, 2014. "High-Performance Work Systems, Corporate Social Performance and Employee Outcomes: Exploring the Missing Links," Journal of Business Ethics, Springer, vol. 120(3), pages 423-435, March.
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