HRD in multinationals: the global/local mix

Tregaskis, Olga; Heraty, Noreen; Morley, Michael J.

doi:10.1111/j.1748-8583.2001.tb00037.x

Cited by 52 publications

(31 citation statements)

References 59 publications

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“…This is in no small part attributable to the greater resources available to larger firms (Tregaskis et al, 2001). Second, we found the usage of a global HR policy formation committee to positively influence engagement in GTM.…”

Section: One Of Our Major Concerns Is the Lack Of Succession Planningmentioning

confidence: 67%

“…Previous research indicates that utilization of formal HR and T&D systems is positively associated with employment growth (cf. Speth & Doeringer, 2006;Tregaskis et al, 2001). As a result, we suggest that global talent management will be more likely to take place in the largest MNEs.…”

Section: Explaining Variationmentioning

confidence: 99%

“…Sector may also be expected to emerge as a significant explanatory factor as studies have indicated that T&D activities may be sector-specific (Tregaskis, Heraty & Morley, 2001). …”

Section: Explaining Variationmentioning

confidence: 99%

See 2 more Smart Citations

Developing tomorrow's leaders—Evidence of global talent management in multinational enterprises

McDonnell

Lamare

Gunnigle

et al. 2010

Journal of World Business

186

148

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Organizations are becoming relentless in managing and developing their key talent. This is a view, however, largely based on anecdote rather than reliable empirical evidence. Utilizing data from 260 multinational enterprises (MNEs), this paper helps redress this deficit.Specifically, this paper explores the extent to which MNEs engage in global talent management (GTM) and deciphers some of the factors which may explain the use and non-use of GTM practices. In so doing, we find that although a significant number of MNEs have systems and mechanisms in place to strategically identify and develop their talent many more seemingly adopt an ad hoc or haphazard approach. For instance, less than half of all MNEs have both global succession planning and formal management development programs for their high-potentials. Consequently it seems that there is a considerable distance yet to be travelled to arrive at a universal appreciation of the need to strategically manage one's key employees.We find the size of the MNE has a significant effect on GTM system usage -larger MNEs are more likely to undertake GTM. Other significant, positive influences include whether products or services are standardized regionally or globally, and if the MNE has a global human resources policy formation body. Of considerable interest is the finding that MNEs operating in the low tech/low cost sectors are significantly more likely to have formal global systems to identify and develop high-potentials.

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Section: One Of Our Major Concerns Is the Lack Of Succession Planningmentioning

confidence: 67%

Section: Explaining Variationmentioning

confidence: 99%

See 1 more Smart Citation

Developing tomorrow's leaders—Evidence of global talent management in multinational enterprises

McDonnell

Lamare

Gunnigle

et al. 2010

Journal of World Business

186

148

View full text Add to dashboard Cite

show abstract

“…Owing to the fact that investment in employee training and development is associated with developing the human capital at the centre of the high performance HRM paradigm (Pfeffer 1998), one would expect that investment in training among MNEs would be relatively high (Tregaskis et al 2001). However, the fundamental question is not whether the MNE invests in employee training or not but rather what form does this training take and, in turn, is this form contextualized to the MNE headquarters (owing to internal institutional pressure) or the host country (owing to external institutional pressure)?…”

Section: Hrm Practices Malleable To Institutional Contextmentioning

confidence: 99%

Similarly different: a comparison of HRM practices in MNE subsidiaries and local firms in Turkey

Mellahi

Demirbağ

Collings

et al. 2013

The International Journal of Human Resource Management

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This study provides some important insights on identifying the underlying characteristics of HRM practices that are likely to be adapted to the local cultural and institutional milieu by subsidiaries of MNEs. Further insights are provided on the distinctive characteristics of HRM practices pursued by local firms that are more likely to converge to the practices pursued by subsidiaries of MNEs. Our findings support the idea that HRM practices that are easy to diffuse, control and manage and reflect a core organizational value will not be adapted to the local context. Our results provide evidence of the emergence of an established set of global best practices in MNEs. We also identify some instances where MNEs are more likely to adapt their HRM practices to the local context. We posit that this is more likely with regard to HRM practices that are difficult to diffuse, control and manage and require sensitivity to local institutional pressures.

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“…Whitley, 1999), there is also a strong decoupling of practical and academic knowledge. Management careers are more generalist in nature and focused to a greater degree on learning through experience than formal qualifications (Tregaskis et al, 2001;Delmestri and Walgenbach, 2005). In fact, " [t]he stronger the link between academic knowledge and practical experience, the less prestigious the educational programme" (Sorge, 1995: 257).…”

Section: Institutional Roots Of Authority Sharingmentioning

confidence: 99%

Learning in multinational enterprises as the socially embedded translation of practices

Becker-Ritterspach

Saka‐Helmhout

Hotho

2010

Critical Perspectives on International Business

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Formatted: Swedish Sweden 2 PRACTICE TRANSFER IN MNES AS THE SOCIALLY EMBEDDED TRANSLATION OF PRACTICES ABSTRACTPurpose -With a few exceptions the mainstream literature on learning in MNEs has shown little concern for the transformational nature and the social constitution of learning. We address this gab by drawing on Scandinavian institutionalism, social learning perspectives and comparative institutionalism.Design/methodology/approach -A comparative case study was conducted of two subsidiaries of the same MNE. The subsidiaries received similar practices from HQ but displayed contrasting learning outcomes.Findings -It is shown that learning outcomes differed based on the varying extent to which practices were translated, which depends on the participation of local actors. The difference in participation pattern in turn is rooted in differences in the institutional context of the two subsidiaries. Originality/value -This paper highlights that MNE practice transfer rests on the translation of the practice content to the local context, and that subsidiary-level learning processes may be institutionally embedded thus establishing a link between subsidiary learning and the macro-level context. As such, this paper both illustrates the value of social learning perspectives and highlights the relevance of the work of institutionalists for understanding MNE learning processes. Research limitations/implications

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HRD in multinationals: the global/local mix

Cited by 52 publications

References 59 publications

Developing tomorrow's leaders—Evidence of global talent management in multinational enterprises

Developing tomorrow's leaders—Evidence of global talent management in multinational enterprises

Similarly different: a comparison of HRM practices in MNE subsidiaries and local firms in Turkey

Learning in multinational enterprises as the socially embedded translation of practices

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