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Human resource strategies for managing back-office employees in subsidiary operations: The case of two investment multinational banks in Tanzania

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  • Newenham-Kahindi, Aloysius

Abstract

This paper examines the organizational and human resource management (HRM) strategies in an American and a South African multinational corporation (MNC) in Tanzania. Both claim to possess an international convergence of HRM and highly institutionalized banking systems. Application of technology, inter-organizational coordination, standardization of HRM tasks, and consolidation of international finance centers all provide compelling evidence of similarities between them. However, distinctive HRM practices on social relations emerged. This claim of international similarities is complicated by the MNCs' cultural embeddedness and by Tanzania's institutional context in determining the extent of each bank's influence on the operations of its international subsidiaries.

Suggested Citation

  • Newenham-Kahindi, Aloysius, 2011. "Human resource strategies for managing back-office employees in subsidiary operations: The case of two investment multinational banks in Tanzania," Journal of World Business, Elsevier, vol. 46(1), pages 13-21, January.
    • Handle: RePEc:eee:worbus:v:46:y:2011:i:1:p:13-21
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    1. Xing, Yijun & Liu, Yipeng & Tarba, Shlomo Yedidia & Cooper, Cary L., 2016. "Intercultural influences on managing African employees of Chinese firms in Africa: Chinese managers’ HRM practices," International Business Review, Elsevier, vol. 25(1), pages 28-41.
    2. João Ferreira & Carla Marques & Carlos Azevedo, 2011. "Competitiveness, resources, and capabilities: empirical evidence from retail banking," Service Business, Springer;Pan-Pacific Business Association, vol. 5(4), pages 313-337, December.
    3. Castillo-Palacio & M. & Vargas-García & M.L. & Gomez-Lopez & M.J., 2022. "Intellectual Capital and Innovation in Organizational Competitiveness: An Analysis in the Business Process Outsourcing (BPO)," International Journal of Economics & Business Administration (IJEBA), International Journal of Economics & Business Administration (IJEBA), vol. 0(1), pages 29-48.
    4. Klaus E. Meyer & Chengguang Li & Andreas P. J. Schotter, 2020. "Managing the MNE subsidiary: Advancing a multi-level and dynamic research agenda," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 51(4), pages 538-576, June.
    5. Klaus E. Meyer & Chengguang Li & Andreas P. J. Schotter, 0. "Managing the MNE subsidiary: Advancing a multi-level and dynamic research agenda," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 0, pages 1-39.

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