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Implementing ‘Global HRM Standards’ across Multi-layered Subsidiary Contexts in an MNE

Author

Listed:
  • Chul Chung

    (Henley Business School, University of Reading)

  • Chris Brewster

    (Henley Business School, University of Reading)

  • Ödül Bozkurt

    (University of Sussex Business School, UK)

Abstract

This study examines the extent to which, and how, ‘best-practice’ global HRM policies are transferred by an emerging multinational enterprise (EMNE) across its subsidiaries. We focus on how socio-political dynamics unfold, identifying the role of national and subsidiary functionspecific institutional contexts, and managerial agency. We discuss substantial resistance to the importation of purported ‘global best practices’ by the subsidiaries and show that an EMNE’s ability to disseminate ‘global best practices’ across advanced as well as emerging economies is influenced by power dynamics between HQ and the subsidiaries, conditioned by the EMNE’s industry position, the home institutional context, national and subsidiary function-specific local institutional contexts, and local actors’ abilities to construct compelling localization logics that relate the distinct local contexts to significant business risk.

Suggested Citation

  • 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.
    • Handle: RePEc:rdg:jhdxdp:jhd-dp2019-02
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    References listed on IDEAS

    as
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    More about this item

    Keywords

    emerging multinational enterprise; global best practice; international HRM;
    All these keywords.

    JEL classification:

    • M12 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Personnel Management; Executives; Executive Compensation

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