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Multinational Management Strategy and Human Resource Decision Making In the Single European Market

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  • Janet Walsh

Abstract

There has been considerable academic interest in the consequences of European integration for multinational companies and their subsidiaries, and the co‐ordination and control of human resource decision making. Against the backdrop of this debate, this paper examines the impact of European integration on management organization and human resource decision making in 13 British multinational companies. Although there were partial moves towards the development of European managers, a European‐wide approach to human resource matters was not yet a conspicuous feature of this sample of multinationals. the global preoccupations of the companies, as well as the persistence of national variations in consumer markets and modes of product regulation, were clearly major constraints on the emergence of European forms of corporate organization and underpinned the lack of enthusiasm for distinctively European approaches to employee management.

Suggested Citation

  • Janet Walsh, 1996. "Multinational Management Strategy and Human Resource Decision Making In the Single European Market," Journal of Management Studies, Wiley Blackwell, vol. 33(5), pages 633-648, September.
    • Handle: RePEc:bla:jomstd:v:33:y:1996:i:5:p:633-648
    DOI: 10.1111/j.1467-6486.1996.tb00812.x
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    Cited by:

    1. Elitsa R. Banalieva & Michael D. Santoro & Joy Ruihua Jiang, 2012. "Home Region Focus and Technical Efficiency of Multinational Enterprise," Management International Review, Springer, vol. 52(4), pages 493-518, August.

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