The Emerging Outline of Selected HRM Business Practices In MNC In Central Europe – The Empirical Research Findings

Stor, Marzena; Poór, József; Szabo, Katlin; Slavić, Аgneš; Zaharie, Monica; Mura, Ladislav

doi:10.1515/joim-2016-0019

Cited by 4 publications

(2 citation statements)

References 28 publications

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“…Privatization resulting in employees with a lack of entrepreneurial and managerial skills of the employees (Meyer, 1998) and being a new manufacturing hub has researchers examining the technology and management skills transfers to these CEE organizations (Uhlenbruck and Castro, 2000;Stor et al, 2016 ).…”

Section: Introductionmentioning

confidence: 99%

“…One of the key driving forces is the privatization of state-owned enterprises in the CEE (Frydman, et al , 1998), and are currently manufacturing hubs for European countries (Nelson, 2017). Privatization resulting in employees with a lack of entrepreneurial and managerial skills of the employees (Meyer, 1998) and being a new manufacturing hub has researchers examining the technology and management skills transfers to these CEE organizations (Uhlenbruck and De Castro, 2000; Stor et al , 2016).…”

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confidence: 99%

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The performance implications of knowledge management and strategic alignment of MNC subsidiaries

Dabić

Kiessling

2019

JKM

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Purpose The purpose of this paper was to investigate antecedents and results of strategic choices of multinational corporation (MNC) subsidiaries in Croatia economy. Hence, the authors examined knowledge management and its association with performance. Additionally, they explored which of the strategies will be most likely chosen by subsidiaries in transitional economies that are characterized by market volatility and uncertainty. Design/methodology/approach Data were collected from a survey of 131 MNC subsidiaries operating in Croatia. To test the theoretical correlation between knowledge management capabilities and strategic orientation, the authors used the ANCOVA method and controlled for industry, years in international business and firm size. Findings The results pointed out the recognized necessities for a specific alignment between environment, strategy and knowledge management capabilities. The findings also suggest that there is a positive relationship between knowledge management and performance. Research limitations/implications As with most of the research, this paper has limitations. First, all data were collected using self-report surveys raising the possibility of response set biases. Additionally, all data were collected at one point in one country specifically in Croatia. Practical implications Clearly, there is substantial interaction between the MNC subsidiary’s environment and the MNC subsidiary’s strategic orientation. Most notably, the environment studied here was at the competitive and consumer market level. Firms need to develop a strategic plan for knowledge management based upon the local environmental influences. Social implications Other firms from Central and Eastern European and developed countries may compare their own environment, strategy and knowledge management practices in MNCs with findings from Croatia to be aware of similarities and market differences. Originality/value The strategic employment of knowledge acquisition, conversion and application are examined across firms using the Prospector, Analyzer, Defender and Reactor strategic orientations.

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Section: Introductionmentioning

confidence: 99%

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The performance implications of knowledge management and strategic alignment of MNC subsidiaries

Dabić

Kiessling

2019

JKM

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

Latukha

Poór

Mitskevich

et al. 2020

Journal of Business Research

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Competency management and the financial results of the foreign subsidiaries of Polish MNCs: The empirical research findings

Stor

Haromszeki

2022

HSM

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BACKGROUND: Competency management (CM) is one of the basic subfunctions of HRM, which can significantly affect the results achieved by organizations. This is because the competencies of employees have become the key capital of enterprises and a factor of their success. Research on the relationships between CM and organizational performance results in Polish MNCs creates a research gap due to the object and subject of research. OBJECTIVE: The main goal of the article is to identify the potential regularities that may exist between the advancement level of CM and its composing activities and the company financial performance results. Of particular interest are the relationships that may appear between the studied variables in the context of their relationships with other subfunctions of HRM and the significance of human capital as a competitive factor. METHODS: The research sample includes 200 non-financial business entities with Polish capital, whose headquarters are in Poland, and local subsidiaries are located outside the country. The research was conducted using CATI and CAWI methods. Descriptive and correlation statistics were used to analyze the collected empirical data. RESULTS: Two fundamental regularities are observable. It turns out that the higher the advancement level of activities within CM, and in particular its links with other HRM subfunctions, the better the financial results of enterprises. CONCLUSIONS: The empirical research results lead to the conclusion that human capital is treated as a company’s competitive factor, and CM is of significant meaning to the financial results of the organization.

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The Emerging Outline of Selected HRM Business Practices In MNC In Central Europe – The Empirical Research Findings

Cited by 4 publications

References 28 publications

The performance implications of knowledge management and strategic alignment of MNC subsidiaries

The performance implications of knowledge management and strategic alignment of MNC subsidiaries

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

Competency management and the financial results of the foreign subsidiaries of Polish MNCs: The empirical research findings

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