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Multinational Parent Companies' Influence over Human Resource Decisions of Affiliates: U.S. Firms in Mexico

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Listed:
  • Zaida L Martinez

    (South Carolina State College)

  • David A Ricks

    (University of south Carolina)

Abstract

This study provides empirical evidence for the relationship between the degree of influence U.S. parent companies have over the human resource decisions of their Mexican affiliates and the affiliates' resource dependencies on the parent company. Both wholly-owned and Joint venture affiliates are examined. Resource dependence was the factor most closely related to parent influence over affiliate human resource decisions. The importance of an affiliate to a parent company, the nationality of affiliate managers, and the type of ownership arrangements were also found to affect parent influence, but to lesser extents than resource dependencies.© 1989 JIBS. Journal of International Business Studies (1989) 20, 465–487

Suggested Citation

  • Zaida L Martinez & David A Ricks, 1989. "Multinational Parent Companies' Influence over Human Resource Decisions of Affiliates: U.S. Firms in Mexico," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 20(3), pages 465-487, September.
    • Handle: RePEc:pal:jintbs:v:20:y:1989:i:3:p:465-487
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    Cited by:

    1. Tony Edwards & Olga Tregaskis & David Collings & Patrice Jalette & Lourdes Susaeta, 2013. "Control over Employment Practice in Multinationals: Subsidiary Functions, Corporate Structures, and National Systems," ILR Review, Cornell University, ILR School, vol. 66(3), pages 670-695, May.
    2. Gomez, Carolina & Werner, Steve, 2004. "The effect of institutional and strategic forces on management style in subsidiaries of U.S. MNCs in Mexico," Journal of Business Research, Elsevier, vol. 57(10), pages 1135-1144, October.
    3. Demirbag, Mehmet & Mirza, Hafiz, 2000. "Factors affecting international joint venture success: an empirical analysis of foreign-local partner relationships and performance in joint ventures in Turkey," International Business Review, Elsevier, vol. 9(1), pages 1-35, February.
    4. Ming-Chang Huang & Ya-Ping Chiu, 2014. "The antecedents and outcome of control in IJVs: A control gap framework," Asia Pacific Journal of Management, Springer, vol. 31(1), pages 245-269, March.
    5. Hsiang-Lin Cheng & C.-M. J. Yu, 2012. "Adoption of Practices by Subsidiaries and Institutional Interaction within Internationalised Small- and Medium-Sized Enterprises," Management International Review, Springer, vol. 52(1), pages 81-105, February.
    6. Wolf, Joachim, 2002. "Strategic orientation and coordination of human resource management in multinational corporations: An information-processing and gestalt analysis," Manuskripte aus den Instituten für Betriebswirtschaftslehre der Universität Kiel 553, Christian-Albrechts-Universität zu Kiel, Institut für Betriebswirtschaftslehre.
    7. Hou, Wanrong & Li, Sali & Priem, Richard L., 2013. "How do CEOs matter? The moderating effects of CEO compensation and tenure on equity ownership in international joint ventures," Journal of International Management, Elsevier, vol. 19(2), pages 138-151.
    8. Zhang, Yan & Li, Haiyang, 2001. "The control design and performance in international joint ventures: a dynamic evolution perspective," International Business Review, Elsevier, vol. 10(3), pages 341-362, June.
    9. Zhang, Hongjuan & Young, Michael N. & Tan, Justin & Sun, Weizheng, 2018. "How Chinese companies deal with a legitimacy imbalance when acquiring firms from developed economies," Journal of World Business, Elsevier, vol. 53(5), pages 752-767.

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