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The Dominance Effect? Multinational Corporations in the Italian Quick‐Food Service Sector

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  • Tony Royle

Abstract

This paper is based on a study of the employment practices of one Italian‐owned multinational corporation (MNC) and one US‐owned MNC in the Italian quick‐food service sector and examines such issues as work organization, unionization, employee representation and pay and conditions. The paper focuses on the concept of ‘dominance’ and the related convergence and divergence theses. The findings suggest that dominance can not only be interpreted as a mode of employment or production emanating from one country, but could also be associated with one dominant MNC in one sector. Consequently, it is argued that while the effect of host and home country influences may be significant factors in cross‐border employment relations practices, more attention needs to be paid to organizational contingencies and the sectoral characteristics within which firms operate.

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  • Tony Royle, 2006. "The Dominance Effect? Multinational Corporations in the Italian Quick‐Food Service Sector," British Journal of Industrial Relations, London School of Economics, vol. 44(4), pages 757-779, December.
    • Handle: RePEc:bla:brjirl:v:44:y:2006:i:4:p:757-779
    DOI: 10.1111/j.1467-8543.2006.00522.x
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    References listed on IDEAS

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    1. Franz Traxler, 2003. "Bargaining (De)centralization, Macroeconomic Performance and Control over the Employment Relationship," British Journal of Industrial Relations, London School of Economics, vol. 41(1), pages 1-27, March.
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    2. Tony Royle & Luis Ortiz, 2009. "Dominance Effects from Local Competitors: Setting Institutional Parameters for Employment Relations in Multinational Subsidiaries; a Case from the Spanish Supermarket Sector," British Journal of Industrial Relations, London School of Economics, vol. 47(4), pages 653-675, December.
    3. John Geary & Roberta Aguzzoli, 2016. "Miners, politics and institutional caryatids: Accounting for the transfer of HRM practices in the Brazilian multinational enterprise," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 47(8), pages 968-996, October.
    4. Chul Chung & Chris Brewster & Ödül Bozkurt, 2019. "Implementing ‘Global HRM Standards’ across Multi-layered Subsidiary Contexts in an MNE," John H Dunning Centre for International Business Discussion Papers jhd-dp2019-02, Henley Business School, University of Reading.
    5. Kozica, Arjan & Kaiser, Stephan, 2012. "A Sustainability Perspective on Flexible HRM: How to Cope with Paradoxes of Contingent Work," management revue - Socio-Economic Studies, Nomos Verlagsgesellschaft mbH & Co. KG, vol. 23(3), pages 239-261.
    6. Gregor Murray & Patrice Jalette & Jacques Bélanger & Christian Lévesque, 2014. "The ‘hollowing out’ of the national subsidiary in multinational companies: is it happening, does it matter, what are the strategic consequences?," Transfer: European Review of Labour and Research, , vol. 20(2), pages 217-236, May.
    7. J. Ryan Lamare & Patrick Gunnigle & Paul Marginson & Gregor Murray, 2013. "Union Status and Double-Breasting at Multinational Companies in Three Liberal Market Economies," ILR Review, Cornell University, ILR School, vol. 66(3), pages 696-722, May.

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