The management of training in multinational corporations: comparative case studies

Noble, Charles

doi:10.1108/03090599710161801

Cited by 14 publications

(11 citation statements)

References 10 publications

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“…In his comparative study of MNCs in the UK and Australia, Noble (1997) found that the MNCs under investigation had evolved an approach to the organisation and management of training that suited their complex stru c t u res. The MNCs in his study allowed cons ide rable auto no my to the ir subsidi aries in develo ping and implementing training and development strategies.…”

Section: Global or Local: The Evidencementioning

confidence: 99%

HRD in multinationals: the global/local mix

Tregaskis

Heraty

Morley

2001

Human Res Mgmt Journal

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This article is concerned with how MNCs (multinational corporations) differ from indigenous organisations in relation to their human resource development (HRD) practices, and whether this relationship changes across countries. We question whether local isomorphism is apparent in the HRD practices of MNCs, or whether MNCs share more in common with their counterparts in other countries. A series of hypotheses are put forward and tested, using survey data from 424 multinational and 259 indigenous organisations based in the UK and Ireland. The results suggest a hybrid form of localisation, where MNCs adapt their practices to accommodate national differences, but that these adaptations do not reflect convergence to domestic practice. The results also indicate that MNCs are selective in the HRD practices that are adapted. Evidence from this study indicates that country differences in career traditions and labour market skill needs are key drivers in the localisation of associated HRD practice. In contrast, MNCs, irrespective of national context, adopt comparable systematic training frameworks, ie training-need identification, evaluation and delivery

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Section: Global or Local: The Evidencementioning

confidence: 99%

HRD in multinationals: the global/local mix

Tregaskis

Heraty

Morley

2001

Human Res Mgmt Journal

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“…A comparative study of MNCs in the UK and Australia found that MNCs had developed an approach to the organisation and management of training that best suited their complex structures (Noble 1997). The MNCs allowed substantial autonomy to their subsidiaries in the development and implementation of their T&D practices.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

HRD practices in local private sector companies and MNC subsidiaries in Australia, 1996–2009

McGraw

Peretz

2011

The International Journal of Human Resource Management

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This study charts human resource development (HRD) practices in locally owned private sector companies (APS) and subsidiaries of overseas-headquartered multinational companies (MNCs) located in Australia from 1996 to 2009.Using data from three iterations of the CRANET Australia survey, the research analyses the degree of difference between APS and MNCs, tests whether HRD practices are increasing in sophistication and if there is convergence or divergence between the two groups. The influence of company size and industry category is also explored as separate independent variables. The results suggest a decreasing overall level of HRD sophistication, that MNC subsidiaries are generally operating at a higher level of sophistication than APS companies and that there is directional, but not final, convergence.

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“…This is especially the case in the arena of MD, because it is typically seen as a way of exerting control or inculcating cultural expectations (Kamoche, 2000) and building internationally skilled high-potential managers (Scullion & Starkey, 2000). Second, it has been established that there is a tendency for MNE subsidiaries to adopt parent or ''best practice'' norms, particularly in more macro-HRD practices such as training needs analysis, MD delivery and evaluation procedures, while allowing their subsidiaries considerably greater autonomy in the local implementation of training (Noble, 1997;Tregaskis, Heraty, & Morley, 2001). Third, it is well known that the economies of scale associated with MNEs permit access to a richer vein of resources for MD than is possible for many domestic companies.…”

Section: The Effects Of International Strategymentioning

confidence: 99%

Management development and firm performance in Germany, Norway, Spain and the UK

Mabey

2008

J Int Bus Stud

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While comparative studies of human resource management (HRM) are relatively plentiful, few have examined the way organisations in different countries train and develop their managers, or the impact of this upon firm performance. Given the centrality of management capability for corporate and national competitive performance, this represents an important area of enquiry. Utilising telephone interview data from the human resource development manager and a line manager in 482 domestic and multinational organisations in four European countries, patterns of management development (MD) are found to differ according to country and, to a lesser extent, by international strategy. However, a significantly greater amount of organisational performance is explained by internal MD strategies adopted by the organisations concerned and the credence accorded these by line managers. Journal of International Business Studies (2008) 39, 1327–1342. doi:10.1057/palgrave.jibs.8400405

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The management of training in multinational corporations: comparative case studies

Cited by 14 publications

References 10 publications

HRD in multinationals: the global/local mix

HRD in multinationals: the global/local mix

HRD practices in local private sector companies and MNC subsidiaries in Australia, 1996–2009

Management development and firm performance in Germany, Norway, Spain and the UK

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