The Management of Managerial Careers

Abstract

This chapter sheds light on the nature of managerial resourcing in US multinationals. Hitherto there has been a strong reliance on the use of internal labour markets (ILMs) as the principal means of sourcing managerial talent. In several instances, however, enhanced competition has triggered the necessity for the rapid importation of new skill sets eroding the primacy of ILMs. Over and above such supply side change, some organizations were similarly moving away from seniority based promotion towards a more meritocratic model, less sheltered from the vicissitudes of market pressures. Consistent with the theoretical focus of this volume, it is nevertheless demonstrated that headquarters did not have a totally free hand. The partial dismantling of ILMs was subject to local constraints and contestation, giving rise to new and significant tensions. More specifically, the emphasis upon tight performance standards was often met with stiff opposition suggesting local norms remain influential.

Subsidiary autonomy over industrial relations in Ireland and Spain

“…Organizational context factors (Butler et al, 2006), such as sector of operations, size of the subsidiary, age, mode of entry and the trajectory of corporate investment in the host country have proved important in the analysis of policy and practice transfer among MNCs.…”

Managerial career development in a developing host-country context: a study of American multinationals in Pakistan

“…occupational, industry) may have become more limited (Currie, Tempest and Starkey 2006;Inkson 2006) resulting in the creation of 'functional chimneys' (Butler et al 2006) and increased employee orientation towards specific occupations (Arthur and Rousseau 1996;Currie et al 2006). Therefore, to have a more realistic understanding of the changing nature of careers, Inkson's 'boundaries between organizations, between occupations, between industries and between work and S. Chaudhry 560 family ' (2006, p. 55; and in the case of MNCs even geographical boundaries) all need to be considered in conjunction to get a true picture of mobility.…”

“…The International Journal of Human Resource Management 569 implicit functional hierarchy and employees, while able to contemplate individual careers outside these organizations, were unable to move out of their 'functional chimneys' (Butler et al 2006; see Table 1). This was a significant issue because in both organizations upward mobility, and the pace of overall career progression, was tacitly tied to the functional department.…”

Policy transfer from advanced to less-advanced institutional environments: Labour market orientations of US MNEs in Turkey

“…While Capelli (1999) and Osterman (1999) tend to explain the changes in the LMO of American firms through external pressures, Grimshaw et al (2001) argue that any transformation of ILMs as an internal organizational logic would be more likely to be forced by a combination of both external and internal factors. Butler et al (2006) consequently claim that variations in employment system policies can be expected in different organizations, depending on how they choose to handle inherent tensions. For instance, the core-periphery model emerged as an 'innovative' method in response to macroeconomic uncertainty and flexibility arguments (Jackson et al, 1989).…”