TY - JOUR
T1 - Global standardization or national differentiation of HRM practices in multinational companies A comparison of multinationals in five countries
AU - Lavelle, Jonathan
AU - Edwards, Tony
AU - Sánchez-Mangas, Rocío
AU - Jalette, Patrice
AU - Minbaeva, Dana
N1 - Publisher Copyright:
© 2016 Academy of International Business.
PY - 2016/12/1
Y1 - 2016/12/1
N2 - Drawing on a dataset constructed from a parallel series of nationally representative surveys of multinational companies (MNCs), we compare the performance management (PM) practices of MNCs in the UK, Ireland, Canada, Spain, Denmark and Norway. In each country we analyze data relating to MNCs from that country and of the foreign affiliates of US MNCs. We argue that there is evidence of standardization in the nature of practices across countries, particularly evident in the analysis of US MNCs. Standardization of practices among MNCs is also evident in the rather limited variation in practices between US and indigenous MNCs within each country. Moreover, even where there is evidence of variation across and within countries, this cannot be fully explained by adaptation to local institutional constraints but rather can be seen as the product of how distinct national contexts can promote the take-up of practices.
AB - Drawing on a dataset constructed from a parallel series of nationally representative surveys of multinational companies (MNCs), we compare the performance management (PM) practices of MNCs in the UK, Ireland, Canada, Spain, Denmark and Norway. In each country we analyze data relating to MNCs from that country and of the foreign affiliates of US MNCs. We argue that there is evidence of standardization in the nature of practices across countries, particularly evident in the analysis of US MNCs. Standardization of practices among MNCs is also evident in the rather limited variation in practices between US and indigenous MNCs within each country. Moreover, even where there is evidence of variation across and within countries, this cannot be fully explained by adaptation to local institutional constraints but rather can be seen as the product of how distinct national contexts can promote the take-up of practices.
KW - Comparative HRM
KW - Institutional theory
KW - Multinational corporations (MNCs) and enterprises (MNEs)
KW - Survey method
UR - http://www.scopus.com/inward/record.url?scp=85010952779&partnerID=8YFLogxK
U2 - 10.1057/s41267-016-0003-6
DO - 10.1057/s41267-016-0003-6
M3 - Article
AN - SCOPUS:85010952779
SN - 0047-2506
VL - 47
SP - 997
EP - 1021
JO - Journal of International Business Studies
JF - Journal of International Business Studies
IS - 8
ER -