A contingency matrix approach to IHRM

Luthans, Fred; Marsnik, Paul; Luthans, Kyle W.

doi:10.1002/(sici)1099-050x(199722)36:2<183::aid-hrm2>3.0.co;2-t

Cited by 37 publications

(25 citation statements)

References 18 publications

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“…The ® rst, more general one was that the different strategies employed by MNEs in the area of IHRM will work effectively only when the assumptions underlying them are appropriate to the nature and context of centre± subsidiary relations, particularly with respect to the changing power and authority relationships involved. This hypothesis is consistent with the work of US and European researchers on MNEs (Adler and Boyacigiller, 1996;Becker et al, 1997;Clark and Mallory, 1996;Luthans et al, 1997) in arguing against the universal export of best practice and against time-free, context-free and culture-free explanations of management (Bate, 1997;Clark and Mueller, 1996;Sparrow and Hiltrop, 1997).…”

Section: Discussionsupporting

confidence: 87%

Co-ordination and control of human resource management in multinational firms: the case of CASHCO

Martin¹,

Beaumont²

1999

The International Journal of Human Resource Management

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Much of the existing literature on the co-ordination and control of HRM in MNEs is written from the perspective of the `view from above' that often ignores or plays down the politics and changing nature of the relationships between the centre and its subsidiaries. In this paper, we take a `view from below' in exploring the politics of change in CASHCO, a well-known US MNE. The case study documents the motivation and ability of a UK subsidiary of CASHCO to respond positively to the centralized control of HRM through the near-constant transfer of US `best practice' over a period of two decades. During this time, the UK subsidiary transformed itself from a loss-making, resource-dependent manufacturer to one that is a world leader in its particular ® eld. In doing so, it had much less incentive to follow the lead of its less successful US headquarters and responded accordingly to ethnocentric control from the US through a range of political strategems. We conclude, ® rst, that different strategies of HRM control used by corporate headquarters of MNEs will work effectively only when the assumptions underlying these strategies re¯ect the history, context and power base of particular subsidiaries. Second, we conclude that the effectiveness of control strategies will be in¯uenced signi® cantly by the incentive and ability of subsidiary managers to comply with centralized control. Finally, the case has some practical lessons for US managers who seek to transfer best practice to overseas subsidiaries, especially in the form of radical programmes of corporate culture change.

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Section: Discussionsupporting

confidence: 87%

Co-ordination and control of human resource management in multinational firms: the case of CASHCO

Martin¹,

Beaumont²

1999

The International Journal of Human Resource Management

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“…More general studies of multinational policies and procedures include: overall practice (Black, Gregersen, & Mendenhall, 1992a;Brewster et al, 1992;Kirkbride, 1994;Peterson, Sargent, Napier, & Shim, 1996;Rosenzweig & Nohria, 1994;Tung, 1987); ethnocentricity (Mayrhofer & Brewster, 1996); strategic HR (Luthans, Marsnik, & Luthans, 1997;Stroh & Caligiuri, 1998); and managing inpatriates (Harvey & Buckley, 1997).…”

Section: Literature Reviewmentioning

confidence: 99%

Expatriate management: Comparison of MNCs across four parent countries

Peterson

Napier

Shul-Shim

2000

Thunderbird Int'l Bus Rev

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Executive SummaryThis article reports the results of a study of expatriate management and headquarters-subsidiary relations in 29 American, British, German, and Japanese multinationals and a sample of 46 of their foreign subsidiaries based on face-to-face and telephone interviews with key international HR, subsidiary HR, and subsidiary managing directors. We found that earlier studies, heavily weighted with U.S. multinationals, cannot necessarily be applied to expatriate management experiences of other national industrial countries. Also, expatriate management is more similar for American and British MNCs, while both German and Japanese multinationals in our sample had fairly distinct systems of using expatriates in their foreign subsidiaries. Thus, we can discuss at least three fairly distinct models of expatriate management and corporate-foreign-subsidiary control.

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“…In such a case where the host country culture provides much more depth and value to the overall objectives of the multinational, it is actually more advantageous to preserve and follow the local culture in the subsidiary rather than impose standardized practices (Luthans et al, 1997).…”

Section: Laissez Fairementioning

confidence: 99%

Climbing up the Performance Ladder: A Conceptual Framework for Emerging Country Multinationals

Nigam¹

2010

IJBM

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The paper acknowledges the emergence of the emerging country multinationals (ECMs) and their entry into the global economy. Much research has been done from the point of view of developed country multinationals, while the perspective of ECMs has been ignored. We discuss the entry of emerging country multinationals into developed markets from a cultural point of view. The cultural adaptation that they are required to make and the relevant influencing factors like the institutional environment, HR practices, expatriates, mission of the multinational, etc. Using a conceptual model built on an extensive literature review, we propose several relationships which could be considered as a guide to future research in this emerging field of research.

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A contingency matrix approach to IHRM

Cited by 37 publications

References 18 publications

Co-ordination and control of human resource management in multinational firms: the case of CASHCO

Co-ordination and control of human resource management in multinational firms: the case of CASHCO

Expatriate management: Comparison of MNCs across four parent countries

Climbing up the Performance Ladder: A Conceptual Framework for Emerging Country Multinationals

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