Abstract
| Original language | English |
|---|---|
| Pages (from-to) | 515-536 |
| Journal | European journal of international management |
| Volume | 11 |
| Issue number | 5 |
| DOIs | |
| Publication status | Published - 2017 |
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HRM implementation in multinational companies : the dynamics of multifaceted scenarios. / Bos-Nehles, Anna; Bondarouk, Tanya; Labrenz, Soren.
In: European journal of international management, Vol. 11, No. 5, 2017, p. 515-536.Research output: Contribution to journal › Article › Academic › peer-review
TY - JOUR
T1 - HRM implementation in multinational companies
T2 - the dynamics of multifaceted scenarios
AU - Bos-Nehles, Anna
AU - Bondarouk, Tanya
AU - Labrenz, Soren
PY - 2017
Y1 - 2017
N2 - This study explores why the subsidiary line managers of multinational companies (MNCs) implement HRM practices differently than intended by headquarters. HRM implementation is understood as a process in which one has to differentiate between a range of multifaceted HRM implementation scenarios. We build on a single case study in a Dutch subsidiary of a US engineering company that we characterised as an extreme case. The analysis comprises in-depth interviews with HRM and line managers and a study of policy documents using multiple iteration cycles with the software ATLAS.ti. Line managers engage in a range of behaviours: they ignore, deviate, imitate, internalise, initiate and/or integrate the delegated practices because they fail to see the value of the content of the practice and the process of execution. The HRM implementation scenarios found, although distinctive, often overlap, evolve or coexist in a dynamic HRM implementation process. We predict a support role for HRM managers in which they facilitate line managers in deviating from intended practices, and initiating new ones, in order to increase the likelihood of successful internalisation and integration.
AB - This study explores why the subsidiary line managers of multinational companies (MNCs) implement HRM practices differently than intended by headquarters. HRM implementation is understood as a process in which one has to differentiate between a range of multifaceted HRM implementation scenarios. We build on a single case study in a Dutch subsidiary of a US engineering company that we characterised as an extreme case. The analysis comprises in-depth interviews with HRM and line managers and a study of policy documents using multiple iteration cycles with the software ATLAS.ti. Line managers engage in a range of behaviours: they ignore, deviate, imitate, internalise, initiate and/or integrate the delegated practices because they fail to see the value of the content of the practice and the process of execution. The HRM implementation scenarios found, although distinctive, often overlap, evolve or coexist in a dynamic HRM implementation process. We predict a support role for HRM managers in which they facilitate line managers in deviating from intended practices, and initiating new ones, in order to increase the likelihood of successful internalisation and integration.
U2 - 10.1504/EJIM.2017.10007655
DO - 10.1504/EJIM.2017.10007655
M3 - Article
VL - 11
SP - 515
EP - 536
JO - European journal of international management
JF - European journal of international management
SN - 1751-6757
IS - 5
ER -