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Examining the differential use of global integration mechanisms across HRM practices: Evidence from China

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  • Smale, Adam
  • Björkman, Ingmar
  • Sumelius, Jennie

Abstract

This paper examines how multinational corporations use different mechanisms to integrate four HRM practices in their foreign subsidiaries: financial compensation, performance appraisal, training and development, and recruitment and selection. Our analysis of 76 European-owned subsidiaries located in China reveal systematic differences in the use of integration mechanisms across the four HRM practices. The findings suggest that the usage of global integration mechanisms is contingent on the purposes of integration – headquarters control, and inter-unit coordination – as well as on the degree to which the mechanism is capable of responding to needs for local adaptation of the individual HRM practice in question.

Suggested Citation

  • Smale, Adam & Björkman, Ingmar & Sumelius, Jennie, 2013. "Examining the differential use of global integration mechanisms across HRM practices: Evidence from China," Journal of World Business, Elsevier, vol. 48(2), pages 232-240.
    • Handle: RePEc:eee:worbus:v:48:y:2013:i:2:p:232-240
    DOI: 10.1016/j.jwb.2012.07.007
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    Cited by:

    1. Ahlvik, Catarina & Smale, Adam & Sumelius, Jennie, 2016. "Aligning corporate transfer intentions and subsidiary HRM practice implementation in multinational corporations," Journal of World Business, Elsevier, vol. 51(3), pages 343-355.
    2. Ramsin Yakob, 2020. "Context, competencies, and local managerial capacity development: a longitudinal study of HRM implementation at Volvo Car China," Asian Business & Management, Palgrave Macmillan, vol. 19(5), pages 582-609, November.
    3. Latukha, Marina & Poór, József & Mitskevich, Ekaterina & Linge, Dmitry, 2020. "Human resource management practices transferring from foreign firms to Russia: The case of MNCs subsidiaries," Journal of Business Research, Elsevier, vol. 108(C), pages 476-486.
    4. Ramsin Yakob, 0. "Context, competencies, and local managerial capacity development: a longitudinal study of HRM implementation at Volvo Car China," Asian Business & Management, Palgrave Macmillan, vol. 0, pages 1-28.
    5. Lazarova, Mila & Peretz, Hilla & Fried, Yitzhak, 2017. "Locals know best? Subsidiary HR autonomy and subsidiary performance," Journal of World Business, Elsevier, vol. 52(1), pages 83-96.
    6. 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.
    7. Chung, Chul & Sparrow, Paul & Bozkurt, Ödül, 2014. "South Korean MNEs’ international HRM approach: Hybridization of global standards and local practices," Journal of World Business, Elsevier, vol. 49(4), pages 549-559.
    8. 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.
    9. Song, Ji-Won, 2021. "How MNE subsidiaries transfer HRM practices in distant environments: A tale of two IKEA subsidiaries," Journal of International Management, Elsevier, vol. 27(2).
    10. Houldsworth, Elizabeth & Marra, Marianna & Brewster, Chris & Brookes, Michael & Wood, Geoffrey, 2021. "Performance appraisal and MNEs: The impact of different capitalist archetypes," International Business Review, Elsevier, vol. 30(5).
    11. Vendrell-Herrero, Ferran & Gomes, Emanuel & Bustinza, Oscar F. & Mellahi, Kamel, 2018. "Uncovering the role of cross-border strategic alliances and expertise decision centralization in enhancing product-service innovation in MMNEs," International Business Review, Elsevier, vol. 27(4), pages 814-825.

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