Despite the extensive literature on the HRM systems and practices of MNCs from developed countries, there are serious gaps in our understanding of emerging countries multinationals HRM practices and systems at both home and host countries. We take a step towards enhancing our understanding on this issue by empirically exploring the similarities and differences of both HRM systems and practices of MNCs originating from South Africa, one of the BRICS countries, operating in Ghana. The study reveals that with the exception of compensation and industrial relation practices which are localised EMNCs HR systems and practices are mainly transferred to subsidiaries with minimal adaptation to contextual realities. Further research and practical implications are discussed.

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Purpose Inefficiencies in public-private partnership (PPP) has been attributed to deficient and poor governance practices and structures. It has been recognized that a veritable way to achieve efficiency in PPP governance is through gaining an understanding of the theoretical, practical and contextual factors that underline governance practices in PPP project delivery. The purpose of this study is to explore the significant governance factors in PPP project performance and delivery. Design/methodology/approach Using a questionnaire survey on major players in PPPs in policy, research, consultancy and professionals, the study sought to delineate the significant governance factors that impact PPP project delivery performance. Findings A step-wise multiple regression analysis revealed effective communication and openness in sharing project information systems, competent, responsible and effective project leadership, trust-building processes, systems and practices, best practice organizational and team norms, team culture, cohesion practices, effective relationship management practices, robust policy diffusion and transfer processes, friendly business environment and government support and contractual and renegotiation flexibility as the key contractual and non-contractual governance factors that can predict about 79% level of PPP project delivery performance. Social implications The findings offer support to improve PPP delivery in governance. Originality/value These findings are, thus, useful toward evolving regulatory quality governance mechanisms, flexible supervision and quality decisions that can enhance value for money in PPP projects in PPP project delivery.