By J.J. Lawler, G.S. Hundley
The aggressive forces generated by means of globalization act to advertise the cross-national diffusion of human source administration 'best practices'. specifically, excessive functionality paintings practices have emerge as seen because the ordinary as businesses in lots of components of the realm have endeavored to 'Americanize' their employment and administration platforms. but cultural, institutional, and ideological forces proceed to supply resistance to the worldwide convergence of HR practices. This quantity comprises papers from authors in Europe, Asia, Africa, and US who discover diffusion in various nationwide contexts. varied methodologies and views offer a number of interpretations relating to diffusion and convergence.
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Extra info for Advances in International Management, Volume 21: The Global Diffusion of Human Resource Practices: Institutional and Cultural Limits
How, then, can we reconcile the ﬁndings of those authors who have argued that MNCs have little incentive to transfer practices across sites with those from the case study and a large body of other evidence that conﬁrms that many MNCs do just this? The answer partly lies in understanding sector-speciﬁc conditions that lead some MNCs to standardize and others to segment their operations across borders. The issue of variation between sectors is a factor that is commonly overlooked in both of the main strands of the literature.
The employment rigidity index and the time involved in starting or closing a business correlated negatively with educational attainment, R&D spending, patents, high-tech exports, and productivity. See the Appendix for details. 14. See the Appendix for details on each of these indices and correlation matrices among the questions included. 15. Schwartz (1992). Universals in the content and structure of values: Theoretical advances and empirical tests in 20 countries. 16. See the Appendix for details on the questions included in each of these value types.
The ﬁrm is typical of a large number of American MNCs in the manufacturing sector in that it grew domestically in the early part of the 20th century and internationally in the second half. , is a ﬁrm that has been characterized by a strong central inﬂuence over HR in its international operations and has moved in recent years toward greater formalization of international HR policy that appears to extend across its global operations (Edwards, Colling, & Ferner, 2004). The primary focus of this chapter is on the ﬁrm’s Chinese operations.
Advances in International Management, Volume 21: The Global Diffusion of Human Resource Practices: Institutional and Cultural Limits by J.J. Lawler, G.S. Hundley