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Internationalization and HRM strategies across subsidiaries in multinational corporations from emerging economies—A conceptual framework

  • Thite, Mohan
  • Wilkinson, Adrian
  • Shah, Dhara
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    The rapid rise of multinational Corporations (MNCs) from emerging economies has led to greater interest and urgency in developing a better understanding of the deployment and diffusion of managerial strategies from their perspective and without assuming the prevailing Western ethnocentric orthodoxy. This paper develops a conceptual framework of global HR strategies and practices in MNCs from emerging economies across their subsidiaries in both developed and developing markets. Using data from a pilot study of an Indian MNC, it provides insights and guidance into the motives, strategic opportunities and constraints in cross-national transfer of HR policies and practices in a multi-polar world.

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    File URL: http://www.sciencedirect.com/science/article/pii/S1090951611000381
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    Article provided by Elsevier in its journal Journal of World Business.

    Volume (Year): 47 (2012)
    Issue (Month): 2 ()
    Pages: 251-258

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    Handle: RePEc:eee:worbus:v:47:y:2012:i:2:p:251-258
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    1. Louis T. Wells, 1983. "Third World Multinationals: The Rise of Foreign Investments from Developing Countries," MIT Press Books, The MIT Press, edition 1, volume 1, number 026273169x, June.
    2. Anthony Ferner & Phil Almond & Trevor Colling, 2005. "Institutional theory and the cross-national transfer of employment policy: the case of ‘workforce diversity’ in US multinationals," Journal of International Business Studies, Palgrave Macmillan, vol. 36(3), pages 304-321, May.
    3. Mike Wright & Robert E. Hoskisson & Mike W. Peng, 2005. "Strategy Research in Emerging Economies: Challenging the Conventional Wisdom," Journal of Management Studies, Wiley Blackwell, vol. 42(1), pages 1-33, 01.
    4. Awasthi, Vidya N. & Chow, Chee W. & Wu, Anne, 2001. "Cross-cultural differences in the behavioral consequences of imposing performance evaluation and reward systems: An experimental investigation," The International Journal of Accounting, Elsevier, vol. 36(3), pages 291-309, 09.
    5. Ulgado, Francis M. & Yu, Chwo-Ming J. & Negandhi, Anant R., 1994. "Multinational enterprises from Asian developing countries: Management and organizational characteristics," International Business Review, Elsevier, vol. 3(2), pages 123-133, June.
    6. Geert Hofstede, 2007. "Asian management in the 21st century," Asia Pacific Journal of Management, Springer, vol. 24(4), pages 411-420, December.
    7. Jaya Prakash Pradhan, . "Growth of Indian Multinationals in the World Economy: Implications for Development," Working Papers 0704, Institute for Studies in Industrial Development (ISID).
    8. Chow, Chee W. & Shields, Michael D. & Wu, Anne, 1999. "The importance of national culture in the design of and preference for management controls for multi-national operations," Accounting, Organizations and Society, Elsevier, vol. 24(5-6), pages 441-461, July.
    9. Contractor, Farok J. & Kumar, Vikas & Kundu, Sumit K., 2007. "Nature of the relationship between international expansion and performance: The case of emerging market firms," Journal of World Business, Elsevier, vol. 42(4), pages 401-417, December.
    10. John A Mathews & Ivo Zander, 2007. "The international entrepreneurial dynamics of accelerated internationalisation," Journal of International Business Studies, Palgrave Macmillan, vol. 38(3), pages 387-403, May.
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