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Institutional duality and human resource management practice in foreign subsidiaries of multinationals

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Show simple item record Stavrou, Eleni Parry, Emma Gooderham, Paul Morley, Michael Lazarova, Mila 2021-07-07T14:50:50Z 2021-07-07T14:50:50Z 2021
dc.description peer-reviewed en_US
dc.description.abstract We examine how institutional context affects the decisions that subsidiaries of multinational corporations (MNCs) make in pursuing particular human resource management (HRM) practices in response to institutional duality. Drawing on Varieties of Capitalism, along with the concept of intermediate conformity, we argue that the use of particular HRM practices by MNC subsidiaries will differ depending on both the combination of home and host institutional contexts, and on the nature of the particular practice under consideration. Using data from a survey of HRM practices in 1196 firms across 10 countries, we compare HRM practices in subsidiaries located and head quartered in different combinations of liberal and/or co ordinated market economies. Our study suggests MNC subsidiaries conform only to the most persuasive norms, while exercising their agency to take advantage of the opportunities presented by institutional duality to adopt practices that distinguish them from indigenous competitor en_US
dc.language.iso eng en_US
dc.publisher Wiley and Sons Ltd en_US
dc.subject HRM practices en_US
dc.subject MNCs en_US
dc.subject intermediate conformity en_US
dc.subject institutional duality en_US
dc.subject varieties of capitalism en_US
dc.title Institutional duality and human resource management practice in foreign subsidiaries of multinationals en_US
dc.type info:eu-repo/semantics/article en_US
dc.type.supercollection all_ul_research en_US
dc.type.supercollection ul_published_reviewed en_US
dc.identifier.doi 10.1111/1748-8583.12357
dc.rights.accessrights info:eu-repo/semantics/openAccess en_US

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