Human resource management practices transferring from foreign firms to Russia: The case of MNCs subsidiaries

Latukha, Marina; Poór, József; Mitskevich, Ekaterina; Linge, Dmitry

doi:10.1016/j.jbusres.2019.03.020

Cited by 16 publications

(39 citation statements)

References 79 publications

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“…This research responded to recent calls for more research into HRM in developing countries in general, and Africa in particular (Ayentimi et al , 2018a; Latukha et al , 2019). In examining the diffusion of Western HRM practices to subsidiaries in the Ghanaian context, we enhanced understanding of transferred practices from an under-researched geographical context (Adams et al , 2017).…”

Section: Conclusion Limitations and Implications For Research And Practicementioning

confidence: 68%

“…Ethnocentrism typically disempowers local managers who are denied discretion in applying culturally accepted practices that could enhance performance (Siebers et al , 2015). HRM practices derived from advanced economies are likely to be more sophisticated than those in developing countries, and MNEs operating in developing countries are inclined to transfer home-country practices (Chiang et al , 2017; Latukha et al , 2019). For instance, Japanese MNEs are more likely to rely on informal face-to-face appraisal systems, US MNEs use standardised worldwide performance appraisal systems and German MNEs rely on their co-determination system with workers’ representatives’ councils and apprenticeship training (Ferner, 1997).…”

Section: Literature Backgroundmentioning

confidence: 99%

“…Despite the proliferation of both theoretical and empirical research within the international business (IB) literature, insights about how institutional pressures influence MNEs’ ability to transfer HRM practices to developing countries in Africa are particularly limited (Ayentimi et al , 2018a). Further, the differences between host and home countries' institutional contexts need more in-depth research, as the host country context typically has a considerable influence on the processes and outcomes of HRM practice transfer (Latukha et al , 2019). This paper engages in this scholarly conversation by examining ethnocentrism of HRM practices (recruitment and selection, training and development, performance management and rewards management) in Western MNEs’ subsidiaries in Ghana.…”

Section: Introductionmentioning

confidence: 99%

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Ethnocentric HRM practices: evidence from Western MNEs in Ghana

Azungah¹,

Hutchings

Michailova

2020

IJOEM

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PurposeThis paper examines Western multinational enterprises’ (MNEs) application of ethnocentrism in human resource management (HRM) practices utilised in their subsidiaries in Ghana. The practices examined include recruitment and selection, training and development, performance management and rewards management.Design/methodologyThe paper draws on interviews with 13 managers and 24 employees as well as documentary analysis in 8 British, European and US MNEs in Ghana.FindingsThe findings indicate that weak institutions in the local context, coupled with the technologically and economically advanced nature of Western countries compared to Ghana, account for ethnocentric HRM practices in MNEs’ Ghanaian subsidiaries.Practical implicationsThe paper highlights that Ghanaian companies might learn from, and adapt, selected Western HRM practices to improve their competitiveness.Originality/valueUtilising institutional theory, the paper extends extant research on ethnocentrism in HRM practices of Western MNE subsidiaries in other developing economies to Ghana; one of the fastest growing African economies.

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Section: Conclusion Limitations and Implications For Research And Practicementioning

confidence: 68%

Section: Literature Backgroundmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Ethnocentric HRM practices: evidence from Western MNEs in Ghana

Azungah¹,

Hutchings

Michailova

2020

IJOEM

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“…The methodology for localizing projects for HRM at enterprises was considered in [59]. Issues of risk assessment based on the mechanism of operational leverage in the implementation of HRM projects were also considered in [60].…”

Section: Hr Management Projects At Enterprises and Their Economic Focusmentioning

confidence: 99%

Improving Personnel Management by Organizational Projects: Implications for Open Innovation

Bril

Kalinina

Valebnikova

et al. 2021

Journal of Open Innovation: Technology, Market, and Complexity

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The methodology and basic elements of the business process of one-stage economic assessment of organizational projects for personnel management at Russian enterprises are presented. The aim of the study is to analyze and develop clear criteria for assessing the effectiveness of projects and improving personnel management systems for enterprises of different industries and types of activities. The economic and financial assessment of projects aimed at the development of personnel management systems is based on the general methodology for the commercial assessment of projects, which is presented in the so-called United Nations Industrial Development Organization (UNIDO) methodology. The article proposes the resulting model “maximum costs of the HRM”. The features of the proposed methodology are based on the assumption of future digitalization and are associated with the need for a preliminary calculation of the maximum possible project costs, localization of the projects under consideration at existing enterprises, and the mandatory separation of project goals for increasing sales or reducing the number of personnel. In accordance with the different objectives of the projects, a certain order and special indicators of decision-making are proposed. Companies with a different structure of costs could be assessed via the proposed model and the results presented in the article. The model allows us to create an information base for reasonable decision-making on HR management (HRM) projects and future digitalization of settlements.

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“…The rapid pace of globalisation and the increasing openness of economies continue to create new market opportunities, which have led to a proliferation of companies that transcend national borders. As a result, multinational companies (MNCs) are expanding their companies worldwide to increase productivity, reduce operating expenses and gain a competitive advantage (Dickmann et al 2016;Latukha et al 2020). Moreover, the globalisation of companies has increased the understanding of both academic and practical ways by which…”

Section: Introductionmentioning

confidence: 99%

South African MNCs’ HRM Systems and Practices at the Subsidiary Level: Insights From Subsidiaries in Nigeria

Bako¹

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Despite the extensive literature on multinational companies’ (MNCs) human resource management (HRM) systems and practices from developed countries, there are gaps in the literature concerning emerging countries multinational companies’ (EMNCs) HRM practices and systems at home and host countries. This thesis examines the transfer of HRM practices in Nigerian subsidiaries of MNCs from South Africa (an emerging country). This study empirically examines the similarities and differences of South African MNCs’ HRM systems and practices at both the South African headquarters and the subsidiaries in Nigeria. Purposely, the study attempts to shed light on the nature of the employment practices, the transfer of HRM practices and the factors that influence the transfer process. The study adopted a qualitative approach with data/evidence collected through in-depth semi-structured interviews. It focused on group discussions conducted in the subsidiaries of three South African MNCs in Nigeria. The data was gathered primarily from HR managers, directors and officers in the Nigerian subsidiaries of the South African MNCs. The study revealed that the South African MNCs hybridised their recruitment and selection processes and localised compensation and employee relations. However, performance appraisal, talent management and code of conduct practices were mainly transferred to subsidiaries with minimal adaptation to contextual realities. Further research and practical implications are discussed in this thesis.

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Human resource management practices transferring from foreign firms to Russia: The case of MNCs subsidiaries

Cited by 16 publications

References 79 publications

Ethnocentric HRM practices: evidence from Western MNEs in Ghana

Ethnocentric HRM practices: evidence from Western MNEs in Ghana

Improving Personnel Management by Organizational Projects: Implications for Open Innovation

South African MNCs’ HRM Systems and Practices at the Subsidiary Level: Insights From Subsidiaries in Nigeria

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