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| Tekijä: | Holtbrügge, D. Mohr, A.T. |
| Otsikko: | Subsidiary interdependencies and international human resource management practices in German MNCs |
| Lehti: | Management International Review
2011 : VOL. 51:1, p. 93-115 |
| Asiasana: | human resource management international networks team work training employees compensation multinational companies subsidiary companies Germany |
| Vapaa asiasana: | expatriates |
| Kieli: | eng |
| Tiivistelmä: | Using the resource-based view, this paper links the degree of interdependence (henceforth as: int-dep.) existing btw. subsidiaries (herein as: subs.) of multinational corporations (MNCs) to the use of various international human Resource Management (IHRM) practices. In many MNCs, this int-dep. is assemed to have increased the need for cross-border coordination (as: co-ordn). It is analyzed to what extent MNCs use IHRM practices to enhance their co-ordn. capability across national borders. Provided is a framework addressing these effects and empirically testing it based on data from a questionnaire survey among over 140 majority-owned overseas subs. of German MNCs. It is shown that the degree of int-dep. is related to the level of international experience of staff employed in subs., the use of 3rd-country nationals, the provision of training, the use of cross-cultural management teams, and the choice of employee evaluation and compensation methods. |
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