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The Diffusion of Employment Practices of US‐Based Multinationals in Europe. A Case Study Comparison of British‐ and Italian‐Based Subsidiaries

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  • Valeria Pulignano

Abstract

A number of approaches to the diffusion of employment practices within American‐based multinational companies (MNCs) can be discerned. In this paper, two theoretical approaches are contrasted: a ‘country‐of‐origin’ approach in which the influence of the home country is mediated by national features of host‐country institutional environments; and a power resources or strategic choice approach that emphasizes the autonomy of local actors within MNCs and their capacity to shape the diffusion of employment practices. Using a case study comparison of three Italian and two British‐based subsidiaries owned by an American MNC, the paper examines factors and patterns of diffusion of employment practices from the parent company to the local subsidiaries. The argument is put forward that company‐specific features enhance the strategic power of the subsidiary firm within the wider corporation, thus complementing institutional host‐country characteristics in shaping the diffusion of employment practices abroad. Hence, organizational as well as institutional effects contribute to creating the space that the various actors across host countries possess for protecting their interests and for exercising power on the terms and conditions of the diffusion.

Suggested Citation

  • Valeria Pulignano, 2006. "The Diffusion of Employment Practices of US‐Based Multinationals in Europe. A Case Study Comparison of British‐ and Italian‐Based Subsidiaries," British Journal of Industrial Relations, London School of Economics, vol. 44(3), pages 497-518, September.
    • Handle: RePEc:bla:brjirl:v:44:y:2006:i:3:p:497-518
    DOI: 10.1111/j.1467-8543.2006.00510.x
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    References listed on IDEAS

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    1. repec:ilo:ilowps:239505 is not listed on IDEAS
    2. Layard, Richard & Nickell, Stephen & Jackman, Richard, 2005. "Unemployment: Macroeconomic Performance and the Labour Market," OUP Catalogue, Oxford University Press, number 9780199279173.
    3. Young, S. & Hood N. & Hamill J., 1985. "Decision-making in foreign-owned multinational subsidiaries in the United Kingdom," ILO Working Papers 992395053402676, International Labour Organization.
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    Cited by:

    1. Saraï Sapulete & Annette van den Berg, 2017. "Works council effectiveness in subsidiaries of MNCs during reorganizations: Case study evidence from the Netherlands," Economic and Industrial Democracy, Department of Economic History, Uppsala University, Sweden, vol. 38(4), pages 677-700, November.
    2. Tony Edwards & Olga Tregaskis & David Collings & Patrice Jalette & Lourdes Susaeta, 2013. "Control over Employment Practice in Multinationals: Subsidiary Functions, Corporate Structures, and National Systems," ILR Review, Cornell University, ILR School, vol. 66(3), pages 670-695, May.
    3. Valeria Pulignano & Paul Stewart, 2012. "The management of change. Local union responses to company-level restructuring in France and Ireland – a study between and within countries," Transfer: European Review of Labour and Research, , vol. 18(4), pages 411-427, November.
    4. Fortwengel, Johann & Jackson, Gregory, 2016. "Legitimizing the apprenticeship practice in a distant environment: Institutional entrepreneurship through inter-organizational networks," Journal of World Business, Elsevier, vol. 51(6), pages 895-909.
    5. Vickie Dekocker, 2016. "When do social actors shape sub-national employment policies? Case study evidence from four multinationals in Belgium," Economic and Industrial Democracy, Department of Economic History, Uppsala University, Sweden, vol. 37(4), pages 622-643, November.

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