HRD in multinationals: The global/local mix

Human Resource Management Journal

Volumn 11, Issue 2, 2001, Pages 34-56

  Tregaskis, Olga ^a   Heraty, Noreen ^b   Morley, Michael ^b  

^a DE MONTFORT UNIVERSITY   (United Kingdom)

^b UNIVERSITY OF LIMERICK   (Ireland)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 85015470258     PISSN: 09545395     EISSN: 17488583     Source Type: Journal    
DOI: 10.1111/j.1748-8583.2001.tb00037.x     Document Type: Article

References (103)

1. Abegglen, J. (1958). The Japanese Factory, New York: The Free Press.
2. Adler, N. and Ghadar, F. (1990). ‘Strategic human resource management: a global perspective’ in Human Resource Management: An International Comparison, R. Pieper (ed), Berlin: De Gruyter.
3. Andersën, T. (1997). ‘Do institutions matter? Convergence and national diversity in the restructuring of employment in British and Danish banking. European Journal of Industrial Relations, 3: 1, 107-124.
4. Aoki, M. (1988). Information, Incentives and Bargaining in the Japanese Economy, New York: Cambridge University Press.
5. Barley, S. and Tolbert, P. (1997). ‘Institutionalization and structuration: studying the links between action and institution. Organization Studies, 18: 1, 93-117.
6. Baron, J., Dobbin, F. and Jennings, P. (1986). ‘War and peace: the evolution of modern personnel administration in US industry. American Journal of Sociology, 92: 2, 350-383.
7. Barsoux, J.-L. and Lawrence, P. (1994). Management in France, London: Cassell.
8. Bartlett, C. and Ghoshal, S. (1986). ‘Tap your subsidiaries for global reach. Harvard Business Review, 4: 6, 87-94.
9. Beechler, S. and Yang, J. (1994). ‘The transfer of Japanese-style management to American subsidiaries: contingencies, constraints and competence’, journal of International Business Studies, 25: 3, 467-492.
10. Berger, S. and Dore, R. (eds). (1996). National Diversity and Global Capitalism, London: Cornell UP.
11. Berger, P. and Luckmann, T. (1967). The Social Construction of Reality, New York: Doubleday.
12. Blau, P. and Schoenherr, R. (1971). The Structure of Organisations, New York: Basic Books.
13. Bonache, J. and Cervino, J. (1997). ‘Global integration without expatriates. Human Resource Management Journal, 7: 3, 89-100.
14. Brewster, C. (1995). ‘Towards a European model of human resource management practice. Journal of International Business Studies, 26: 1, 5-21.
15. Brewster, C, Hegewisch, A., Mayne, L. and Tregaskis, O. (1994). ‘Methodology of the Price Waterhouse Cranfield project’ in Policy and Practice in European Human Resource Management. C. Brewster and A. Hegewisch (eds), London: Routledge.
16. Brewster, C, Tregaskis, O., Hegewisch, A. and Mayne, L. (1996). ‘Comparative research in human resource management: a review and an example. International Journal of Human Resource Management, 7: 3, 585-604.
17. Child, J. (1972). ‘Organisational structure, environment and performance: the role of strategic choice. Sociology, 6: 1, 1-22.
18. Clark, P. (1987). Anglo-American Innovation, Berlin: De Gruyter.
19. Clark, P. and Staunton, N. (1989). Innovation in Technology and Organisation, London: Routledge.
20. Clark, R. (1979). The Japanese Company, Newhaven, Conn: Yale University Press.
21. Daniels, J. (1970). ‘Recent foreign direct manufacturing investment in the United States. Journal of International Business Studies, 1: 1, 125-132.
22. Daniels, K., Lammond, D. and Standen, P. (2001). ‘Teleworking: frameworks for organisational research. Journal of Management Studies, forthcoming.
23. Deephouse, D. (1996). ‘Does isomorphism legitimate. Academy of Management Journal, 39: 4, 1024-1039.
24. DiMaggio, P. (1988). ‘Interest and agency in institutional theory’ in Institutional Patterns and Organisations: Culture and Environment. L. Zucker (ed), Cambridge, MA: Ballinger.
25. DiMaggio, P. and Powell, W. (1983). ‘The iron cage revisited: institutional isomorphism and collective rationality in organisational fields. American Sociological Review, 48: 2, 147-160.
26. DiMaggio, P. and Powell, W. (1991). ‘The iron cage revisited: institutional isomorphism and collective rationality in organisational fields’ in The New Institutionalism in organisational Analysis. W. Powell and P. DiMaggio (eds), London, University of Chicago Press.
27. Dobbin, R, Sutton, J., Meyer, J. and Scott, W. (1993). ‘Equal opportunity law and the construction of internal labour markets. American Journal of Sociology, 99: 2, 396-427.
28. Economist, The (1997). ‘Green is good - advantages of Ireland as a host For FDI’. 17 May, 343: 8017, 21-24.
29. Enderwick, P. (1986). ‘Multinationals and labour relations: the case of Ireland. Journal of Irish Business and Administrative Research, 8: 1, 1-11.
30. Fayerweather, J. (1978). International Business Strategy and Administration, Cambridge, MA: Ballinger.
31. Ferner, A. (1997). ‘Country of origin effects and HRM in multinational companies. Human Resource Management Journal, 7: 1, 19-37.
32. Flood, P. C, Gannon, M. J. and Paauwe, J. (1996). ‘Competitive advantage through strategic innovation in human resource management’ in Managing Without Traditional Methods. P. Flood, M. Gannon and J. Paauwe (eds), Wokingham: Addison-Wesley.
33. Garavan, T. N., Costine, P. and Heraty, N. (1995). Training and Development in Ireland: Context, Policy and Practice, Dublin: Oak Tree Press.
34. Glickman, N., Glasmeier, A., Bannister, G. and Luker, W. (1989). ‘Foreign investment, industrial linkages and regional development. Working Paper No. 55, Austin: University of Texas.
35. Gooderham, P. and Nordhaug, O. (1997). 'Flexibility in Norwegian and UK firms: competitive pressure and institutional embeddedness. Employee Relations, 19: 6, 568-580.
36. Gooderham, P, Nordhaug, O. and Ringdal, K. (1999). ‘Institutional and rational determinants of organisational practice: human resource management in European firms. Administrative Science Quarterly, 44: 3, 507-531.
37. Greenwood, R. and Hinings, C. (1996). ‘Understanding radical organisational changes: bringing together the old and the new institutionalism. Academy of Management Review, 21: 4, 1022-1054.
38. Guillen, M. (1994). Models of Management: Work, Authority, and Organisation in a Comparative Perspective, Chicago: University of Chicago Press.
39. Hamel, G. and Prahalad, C. (1985). ‘Do you really have a global strategy. Harvard Business Review, 63: 4, 139-148.
40. Hamblin, A. C. (1974). Evaluation and Control of Training Maidenhead: McGraw-Hill.
41. Hamill, J. (1984). ‘Labour relations decision making in multinational corporations. Industrial Relations Journal, 15: 2, 30-34.
42. Handy, C. (1987). The Making of Managers: A Report on Management Education, Training and Development in the United States, West Germany, France, Japan and the UK, London: NEDO.
43. Harzing, A. W. (1999). Managing the Multinationals, an International Study of Control Mechanisms, Cheltenham: Edward Elgar.
44. Hausner, J., Jessop, B. and Nielsen, K. (1995). Strategic Choice and Path Dependency in Post Socialism: Institutional Dynamics in the Transformation Process, Aldershot: Elgar.
45. Hendry C. (1994). Human Resource Strategies for International Growth, London: Routledge.
46. Heraty, N. and Morley, M. (1998a). ‘Of paradigms, policies and practices: the changing contours of training and development in five European economies. Journal of European Industrial Training, 22: 4/5, 154-228.
47. Heraty, N. and Morley, M. (1998b). ‘Training and development in the Irish context: responding to the competitiveness agenda. Journal of European Industrial Training, 22: 4/5, 190-205.
48. Hickson, D. and McMillan, C. (eds) (1981). Organisation and Nation: The Aston Programme IV, Farnborough: Gower.
49. Hill, S., Martin, R. and Vidinova, A. (1997). ‘Institutional theory and economic transformation: enterprise employment relations in Bulgaria. European Journal of Industrial Relations, 3: 2, 229-251.
50. Hofstede, G. (1980). Culture's Consequences: International Differences in Work Related Values, Beverly Hills, CA: Sage.
51. Hosking, D. and Anderson, N. (1992). Organisational Change and Innovation: Psychological Perspectives and Practices in Europe, London: Routledge.
52. Hu, Y.-S. (1992). ‘Global or stateless corporations are national firms with international operations. California Management Review, 32: 2, 107-26.
53. Humes, S. (1993). Managing the Multinational: Confronting the Global-Local Issue, New York: Prentice Hall.
54. Jepperson, R. (1991). 'Institutions, institutional effects and institutionalism in The New Institutionalism in Organisational Analysis. W. Powell and P. DiMaggio (eds). Chicago: Chicago University Press.
55. Keep, E. and Mayhew, K. (1996). ‘Evaluating the assumptions that underlie training policy’ in Acquiring Skills. A. Booth and D. Snower (eds). Cambridge: Centre for Economic Policy Research.
56. Kujawa, D. (1983). ‘Technology strategy and industrial relation: case studies of Japanese multinationals in the United States. Journal of International Business Studies, 14: 3, 9-22.
57. Little, J. (1978). ‘Location decisions of foreign direct investors in the United States. New England Economic Review, July/August, 43-63.
58. Martin, R., Vidinova, A. and Hill, S. (1996). ‘Industrial relations in transitional economies: emergent industrial relations institutions in Bulgaria. British Journal of Industrial Relations, 34: 1, 3-24.
59. Martinez, R. and Dazin, M. (1999). ‘Efficiency structures and normative forces: combining transaction costs and institutional logic. Journal of Management, 25: 1, 75-96.
60. Maurice, M., Sellier, F. and Silvertre, J. (1986). The Social Foundations of Industrial Power: A Comparison of France and Germany, Cambridge, MA: MIT Press.
61. McCartney, J. and Teague, P. (1999). ‘Private sector training and the organisation of the labour market: evidence from the Republic of Ireland. Paper presented at the Irish Academy of Management Conference, University of Limerick.
62. Meyer, J. and Rowan, B. (1977). ‘Institutional organisations: formal structures as myth and ceremony. American Journal of Sociology, 83: 2, 340-363.
63. Meyer, J. and Scott, W. (1983). Organisational Environments: Ritual and Reality, Beverly Hills, CA: Sage.
64. Mezias, S. (1990). ‘An institutional model of organisational practice: financial reporting at the Fortune 200. Administrative Science Quarterly, 35: 3, 431-457.
65. Muller, M. (1998). ‘Human resource and industrial relations practices of UK and US multinationals in Germany. International Journal of Human Resource Management, 9: 4, 732-749.
66. Noble, C. (1997). ‘The management of training in multinational corporations: comparative case studies. Journal of European Industrial Training, 21: Feb/March 102-110.
67. Oliver, C. (1991). ‘Strategic responses to organisational processes. Academy of Management Review, 11: 1, 145-179.
68. Payne, D. (1997). ‘Irish answer to world's calls. The European, 25 September, 29.
69. Peters, T. and Waterman, R. (1982). In Search of Excellence: Lessons from America's Best Run Companies, New York: Harper and Row.
70. Porter, M. (1990). The Competitive Advantage of Nations, New York: Free Press.
71. Porter, M. (1991). ‘Towards a dynamic theory of strategy. Strategic Management Journal, 12, 95-117.
72. Powell, N. (1991). ‘Expanding the scope of institutional analysis’ in The New Institutionalism in Organisational Analysis. W. Powell and P. DiMaggio (eds). Chicago: University of Chicago Press.
73. Powell, W. and DiMaggio, P. (1991). The New Institutionalism in Organisational Analysis, Chicago: University of Chicago Press.
74. Prahalad, C. K. and Doz, Y. (1987). The Multinational Mission: Balancing Local Demands and Global Vision, New York: The Free Press.
75. Pugh, D. and Hickson, D. (1976). Aston Programme: Volume 1, London: Saxon House Press.
76. Quintanilla, J. (1998). ‘The configuration of human resources management policies and practices in multinational subsidiaries: the case of European retail banks in Spain’. PhD thesis: University of Warwick, UK.
77. Roche, W. and Turner, T. (1994). ‘Testing alternative models of human resource policy effects on trade union recognition in the Republic of Ireland. The International Journal of Human Resource Management, 5: 3, 721-753.
78. Rosenzweig, P. and Singh, J. (1991). ‘Organisational environments and the multinational enterprise. Academy of Management Review, 16, 340-361.
79. Rosenzweig, P. M. and Nohria, N. (1994). ‘Influences on human resource development practices in multinational corporations. Journal of International Business Studies, 25: 2, 229-251.
80. Schuler, R., Dowling P. and De Cieri, H. (1993). ‘An integrative framework of strategic international human resource management. Journal of Management, 19: 2, 419-459.
81. Shultz, A. (1962). ‘Common-sense scientific interpretation of human action; and concept and theory formulation in the social services’ in Collected Papers 1: The Problem of Social Reality. M. Natanson (ed). The Hague: M. Nijhoff.
82. Scott, W. (1987). ‘The adolescence of institutional theory. Administrative Science Quarterly, 32 4, 493-511.
83. Selznick, P. (1949). TVA and the Grass Roots, Berkeley: University of California Press.
84. Solomon, C. (1995). ‘Learning to manage host-country nationals. Personnel Journal, 74: 3, 60-66.
85. Sparrow, P, Schuler, R. and Jackson, S. (1994). ‘Convergence or divergence: human resource practices and policies for competitive advantage worldwide. International Journal of Human Resource Management, 5: 2, 267-299.
86. Strauss, G. and Hanson, M. (1997). ‘Review article: American anti-management theories of organisation: a critique of paradigm proliferation. Human Relations, 50: 9, 1426-1429.
87. Taylor, S., Beechler, S. and Napier, N. (1996). ‘Towards an integrative model of strategic international human resource management. Academy of Management Review, 21: 4, 959-985.
88. Thompson, A., Mabey, C. and Storey, J. (1998). ‘The determinants of management development: choice or circumstance International Studies of Management and Organisation, 28: 1, 91-113.
89. Tolbert, P. and Zucker, L. (1983). ‘Institutional sources of change in the formal structure of organisations: the diffusion of civil service reform, 1880-1935. Administrative Science Quarterly, 28: 1, 22-39.
90. Tolbert, P and Zucker, L. (1996). ‘The institutionalization of institutional theory’ in Handbook of Organisational Studies. S. Clegg, C. Hardy and W. Nord (eds). London: Sage.
91. Tregaskis, O. (1997). ‘The role of national context and HR strategy in shaping training and development practice in French and UK organisations. Organisation Studies, 18: 5.
92. Tregaskis, O. and Brewster, C. (1998). ‘Training and development in the UK: an emerging polarisation. Journal of European Industrial Training, 22: 4/5, 180-190.
93. Voss, C. and Blackmon, K. (1996). ‘The impact of national and parent company origin on world class manufacturing: findings from Britain and Germany. International Journal of Operations and Production Management, 16: 11, 98-116.
94. Walsh, J. (1995). ‘Managerial and organisational cognition: notes from a trip down memory lane. Organisation Science, 6: 3, 280-320.
95. Weber, W., Kabst, R. and Gramley, C. (2000). ‘Human resource policy in European organisations - an analysis of country and company specific antecedents’ in New Challenges to European Human Resource Management. W. Myrhofer, C. Brewster and M. Morley (eds), London: Routledge.
96. Weick, K (1995). Sensemaking in Organisations, Thousand Oaks: Chicago.
97. Westphal, J., Gulati, R. and Shortell, S. (1997). ‘Customisation or conformity? An institutional and network perspective on the content and consequences of TQM adoption. Administrative Science Quarterly, 42: June, 366-394.
98. Whitley R. (1992). ‘The comparative study of business systems in Europe’ in European Business Systems. R. Whitley (ed), London: Sage Publications.
99. Wickam, J. (1989). ‘The relative autonomy of branch plant management. Paper presented to the Annual Conference on Organisation and Control of the Labour Process, University of Manchester Institute of Science and Technology.
100. Williamson, O. (1996). ‘Economic organization: the case for candor. Academy of Management Review, 21: 1, 48-57.
101. Wolf, J. (1997). ‘From starworks to networks and heterarchies? Theoretical rationale and empirical evidence of HRM organisation in large multinational corporations. Management International Review (special edition), 37: 2, 145-169.
102. Young, S., Hood, N. and Hamill, J. (1985). ‘Decision-making in foreign-owned multinational subsidiaries in the United Kingdom. ILO Working Paper No. 35, Geneva: ILO.
103. Zucker, L. (1987). ‘Institutional theories of organisation. Annual Review of Sociology, 13, 443-464.