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| Author: | Geppert, M. Williams, K. |
| Title: | Global, national and local practices in multinational corporations: towards a sociopolitical framework |
| Journal: | International Journal of Human Resource Management
2006 : JAN, VOL. 17:1, p. 49-69 |
| Index terms: | subsidiary companies social policy case studies |
| Freeterms: | national economy |
| Language: | eng |
| Abstract: | The article deals with strategies and resources used by subsidiary managers and the representatives of employees involved in implementing best practices or charter changes which are not developed within the subsidiary. Research indicates how local managers have to acquire legitimacy for their actions both within the multinational corporation (MNC) and within the local context. The writers present three key factors, which prevent or help local managers and employees to make strategic choices and gain power in the MNC. These factors are: (1) the overall strategy of the MNC, (2) the strategic position and the financial success of the subsidiary itself and (3) the subsidiarys institutional embeddedness in the host country. The empowerment of the local actors is illustrated with comparative mini case studies. |
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