The diffusion of management ideas within the MNC: under the sway of the corporate immune system

Kristiansen, Alexander; Schweizer, Roger

doi:10.1108/ribs-09-2020-0105

Cited by 4 publications

(3 citation statements)

References 77 publications

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“…From that point of view, a sustainable HR practice is essential for the global sustainability of Bangladeshi's RMG industry. The sustainable RMG compact can be built through the short and long-term commitment from its employees as global multinational enterprises (MNEs) (Kristiansen and Schweizer, 2021;Saha et al, 2021;Citation Davis et al, 2022).…”

Section: Introductionmentioning

confidence: 99%

Do primary HR functions model work in emerging economies? Sustainable compact perspective for Bangladeshi RMG industry

Khan

Roy

2022

RIBS

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Purpose The International Labour Organization’s (ILO) sustainable compact is evident for many labor-intensive industries in emerging economies. This study aims to develop a sustainable human resource (HR) practice model for a labor-intensive industry from the evidence of the Bangladeshi ready-made garments (RMG) sector. Design/methodology/approach The study tests the factors identified from the literature for model validation. A total of 22 HR function items were used in a survey of 800 randomly selected respondents from the RMG sector in Bangladesh. The factor analysis (both exploratory and confirmatory) techniques were applied to explore and validate the model. Findings The study findings reveal that the factory management and policymakers should focus on sustainable HR practices for the betterment of a labor-intensive industry. In detail, the staffing function involves strategic HR planning, recruitment and selection and perfect employee placement; training and development functions entail proper organizational orientation, various training and development programs and employees’ career management and growth; the motivation function necessitates job design, fairness in the appraisal, practicing good organizational citizenship behavior with sound rewarding system and compensation packages; and finally, the maintenance function entails healthy and safe working environment, good communication and relationship management. Originality/value The study is original in developing a sustainable HR practice model with the alignment of ILO’s three inter-linked sustainability compact for a labor-intensive industry from an emerging economy perspective. The study’s outcomes will be a torchbearer for any labor-intensive industry’s sustainable HR practice from an emerging economy across the globe.

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Section: Introductionmentioning

confidence: 99%

Do primary HR functions model work in emerging economies? Sustainable compact perspective for Bangladeshi RMG industry

Khan

Roy

2022

RIBS

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“…Horizontal transfer and diffusion can be challenged by operational and other background differences between subsidiaries, along with geographical distance (Lazarova et al 2017). Finally, challenges to reverse transfer and diffusion can arise from the ethnocentrism of parent company managers (Adams et al 2017) and the 'corporate immune system' (Kristiansen & Schweizer, 2021).…”

Section: Why Multinational Companies Transfer Hrm Practicesmentioning

confidence: 99%

“…However, there is considerable variation in national systems between countries (Harzing & Pinnington, 2014). A national business system is a set of correlated institutions and structures in a social and economic environment combined to create a nationally distinct form of established economic activity (Kristiansen & Schweizer, 2021).…”

Section: Why Multinational Companies Transfer Hrm Practicesmentioning

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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Intercultural transfer over the Atlantic in early 20th century – How the European cooperative banking system travelled to Quebec: the case of Desjardins Group

Barmeyer,

Rodrigue

2024

JMH

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Purpose This paper aims to study historical intercultural transfer by examining the case of the Mouvement Desjardins, a Quebec, Canada-based cooperative bank founded in 1900 by Alphonse Desjardins. The aim of the cooperative was to support the hitherto marginalized French–Canadian population and to initiate their economic and entrepreneurial activities. Design/methodology/approach The authors focus on a historical single-case analysis. This conducts them to analyse primary data from letters exchanged between Alphonse Desjardins and European actors, as well as company documents of the Groupe Desjardins. Findings The intercultural transfer of the cooperative bank model and its implementation in North America as a successful, self-sustaining model is owing to recontextualization and strategic decisions of the social entrepreneur Alphonse Desjardins based on intensive written correspondence with European bank directors who promoted the cooperative system. Research limitations/implications This research instigates an impulse to extend our knowledge of intercultural transfer by looking into other historical cases to provide validation or add subtleties to our understanding of intercultural transfer dynamics. Originality/value This paper expands the current understanding of intercultural transfer and its powerful influence, namely, how an implemented cooperative bank system can contribute through successful recontextualization to institutional change and societal improvements. It also provides new insights into the creation and growth of social enterprises based on shared values within communities and coordinated strategic intentions across communities.

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The diffusion of management ideas within the MNC: under the sway of the corporate immune system

Cited by 4 publications

References 77 publications

Do primary HR functions model work in emerging economies? Sustainable compact perspective for Bangladeshi RMG industry

Do primary HR functions model work in emerging economies? Sustainable compact perspective for Bangladeshi RMG industry

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

Intercultural transfer over the Atlantic in early 20th century – How the European cooperative banking system travelled to Quebec: the case of Desjardins Group

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