The effect of corporate-level organizational factors on the transfer of human resource management practices: European and US MNCs and their Greek subsidiaries

Barbara Myloni*, Anne-Wil Harzing, Hafiz Mirza

*Corresponding author for this work

Research output: Contribution to journalArticleScientificpeer-review

Abstract

One of the central questions in the literature on MNCs is the extent to which their subsidiaries act and behave as local firms (local isomorphism) versus the extent to which their practices resemble those of the parent company or some other global standard (internal consistency). Drawing on the resource-based view and resource-dependency theory, this paper aims to provide an insight into the interplay of several corporate-level organizational factors that affect the transfer of HRM practices across borders. Data collected from 80 European and US multinationals with subsidiaries in Greece are used to test specific hypotheses. Our results indicate that the level of importance attached to HRM by the MNC's top management and international experience have the highest explanatory power for the transfer of HRM practices, while international competitive strategy, informal control and the presence of expatriates also have a marginally significant influence.

Original languageEnglish
Pages (from-to)2057-2074
JournalInternational Journal of Human Resource Management
Volume18
Issue number12
DOIs
Publication statusPublished - Dec 2007
Externally publishedYes

Keywords

  • human resource management
  • multinational companies
  • transfer of practices
  • Greece
  • MULTINATIONAL-CORPORATIONS
  • FIRMS
  • COMPANIES
  • EVOLUTION
  • IMPACT

Cite this

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title = "The effect of corporate-level organizational factors on the transfer of human resource management practices: European and US MNCs and their Greek subsidiaries",
abstract = "One of the central questions in the literature on MNCs is the extent to which their subsidiaries act and behave as local firms (local isomorphism) versus the extent to which their practices resemble those of the parent company or some other global standard (internal consistency). Drawing on the resource-based view and resource-dependency theory, this paper aims to provide an insight into the interplay of several corporate-level organizational factors that affect the transfer of HRM practices across borders. Data collected from 80 European and US multinationals with subsidiaries in Greece are used to test specific hypotheses. Our results indicate that the level of importance attached to HRM by the MNC's top management and international experience have the highest explanatory power for the transfer of HRM practices, while international competitive strategy, informal control and the presence of expatriates also have a marginally significant influence.",
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The effect of corporate-level organizational factors on the transfer of human resource management practices : European and US MNCs and their Greek subsidiaries. / Myloni, Barbara; Harzing, Anne-Wil; Mirza, Hafiz.

In: International Journal of Human Resource Management, Vol. 18, No. 12, 12.2007, p. 2057-2074.

Research output: Contribution to journalArticleScientificpeer-review

TY - JOUR

T1 - The effect of corporate-level organizational factors on the transfer of human resource management practices

T2 - European and US MNCs and their Greek subsidiaries

AU - Myloni, Barbara

AU - Harzing, Anne-Wil

AU - Mirza, Hafiz

PY - 2007/12

Y1 - 2007/12

N2 - One of the central questions in the literature on MNCs is the extent to which their subsidiaries act and behave as local firms (local isomorphism) versus the extent to which their practices resemble those of the parent company or some other global standard (internal consistency). Drawing on the resource-based view and resource-dependency theory, this paper aims to provide an insight into the interplay of several corporate-level organizational factors that affect the transfer of HRM practices across borders. Data collected from 80 European and US multinationals with subsidiaries in Greece are used to test specific hypotheses. Our results indicate that the level of importance attached to HRM by the MNC's top management and international experience have the highest explanatory power for the transfer of HRM practices, while international competitive strategy, informal control and the presence of expatriates also have a marginally significant influence.

AB - One of the central questions in the literature on MNCs is the extent to which their subsidiaries act and behave as local firms (local isomorphism) versus the extent to which their practices resemble those of the parent company or some other global standard (internal consistency). Drawing on the resource-based view and resource-dependency theory, this paper aims to provide an insight into the interplay of several corporate-level organizational factors that affect the transfer of HRM practices across borders. Data collected from 80 European and US multinationals with subsidiaries in Greece are used to test specific hypotheses. Our results indicate that the level of importance attached to HRM by the MNC's top management and international experience have the highest explanatory power for the transfer of HRM practices, while international competitive strategy, informal control and the presence of expatriates also have a marginally significant influence.

KW - human resource management

KW - multinational companies

KW - transfer of practices

KW - Greece

KW - MULTINATIONAL-CORPORATIONS

KW - FIRMS

KW - COMPANIES

KW - EVOLUTION

KW - IMPACT

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DO - 10.1080/09585190701695226

M3 - Article

VL - 18

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EP - 2074

JO - International Journal of Human Resource Management

JF - International Journal of Human Resource Management

SN - 0958-5192

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ER -