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National and firm-level drivers of the devolution of HRM decision making to line managers

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  • Paul N Gooderham

    (Norwegian School of Economics and Business Administration, Bergen, Norway)

  • Michael J Morley

    (Kemmy Business School, University of Limerick, Limerick, Ireland)

  • Emma Parry

    (Cranfield School of Management, Cranfield, UK)

  • Eleni Stavrou

    (Department of Public and Business Administration, The University of Cyprus, Nicosia, Cyprus)

Abstract

Multinational companies must understand the influences on responsibility for managing people so that they can manage talent consistently thus ensuring that it is transferable across locations. We examine the impact of firm and national level characteristics on the devolution of HRM decision making to line managers. Our analysis draws on data from 2335 indigenous organizations in 21 countries. At the firm level, we found that where the HR function has higher power, devolution is less likely. At the national level, devolution of decision making to line management is more likely in societies with more stringent employment laws and lower power distance.

Suggested Citation

  • Paul N Gooderham & Michael J Morley & Emma Parry & Eleni Stavrou, 2015. "National and firm-level drivers of the devolution of HRM decision making to line managers," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 46(6), pages 715-723, August.
    • Handle: RePEc:pal:jintbs:v:46:y:2015:i:6:p:715-723
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    Cited by:

    1. Elaine Farndale & Chris Brewster & Paul Ligthart & Erik Poutsma, 2017. "The effects of market economy type and foreign MNE subsidiaries on the convergence and divergence of HRM," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 48(9), pages 1065-1086, December.
    2. Jane Wenzhen Lu & Yuanyang Song & Mengmeng Shan, 2018. "Social trust in subnational regions and foreign subsidiary performance: Evidence from foreign investments in China," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 49(6), pages 761-773, August.
    3. Klaas Szierbowski-Seibel & Marius Claus Wehner & Rüdiger Kabst, 2019. "HR Integration, HR Strategy, and HR Partnership - Comparing the "Strategic Partner" between the USA and Germany," Working Papers Dissertations 47, Paderborn University, Faculty of Business Administration and Economics.

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