Country of origin effects and HRM in multinational companies

Control and co-ordination of Japanese subsidiaries in China: problems of an expatriate-based management system

“…First, it reflects the extraordinarily strong personal focus of the Japanese management style at home and thus the influence of the national business system abroad (Ferner 1997). In other words, it is an international extension of the national business system that transfers central decision-making to the MNC (Ferner and Quintanilla 1998).…”

Miners, politics and institutional caryatids: Accounting for the transfer of HRM practices in the Brazilian multinational enterprise

“…Home-country effects refer to the manner in which institutional and ideological legacies generated by crucial episodes in a country's historical development -including processes of industrialization combined with remnants of pre-modern forms of social organization -act to shape companies' business strategies and HRM practices. Such effects are seen to be rooted in constellations of influences derived both from 'hard' regulative structures and 'softer' cognitive or normative understandings (Ferner, 1997;Hall & Soskice, 2001;Hayden & Edwards, 2001;Whitley, 1999). MNEs are said to act in a distinctively "national" way.…”

Implementing HRM Systems: The Role of Employees' Co-Production Behavior and HRM Attributions

“…Multinational corporations (MNCs) are constantly seeking to balance between globally integrating and locally responding HRM practices (Schuler, Dowling, & De Cieri, 1993). Several studies found that employees within MNC subsidiaries developed beliefs that HRM practices are required by the corporate headquarters (Ferner, 2007). We build on these findings to examine whether HRM co-production is affected by employee beliefs that subsidiary management offers HRM practices because the corporate headquarter requires them to do so.…”