Influences on human resource management practices in multinational corporations.pdf英文资料.pdfVIP

INFLUENCES ON HUMAN RESOURCE MANAGEMENT PRACTICES IN MULTINATIONAL CORPORATIONS Philip M. Rosenzweig* and Nitin Nohria** Harvard Business School Abstract. A study of human resource management practices in 249 U.S. affiliatesof foreign-based multinational corporations (MNCs) shows that in general affiliate HRM practices closely follow local practices, with differences among specific practices. The degree of similarity to local practices is significantly influenced by the method of founding, dependence on local inputs, the presence of expatriates, and the extent of communication with the parent. In addition, sharp differences are revealed among affiliates of Canadian, Japanese and European MNCs, suggesting strong country effects. Together, these findings support the view of MNCs as composed of differentiated practices, which in turn are shaped by forces for local isomorphism and for internal consistency. One of the central questions in the literatureon MNCs is the extent to which their various foreign affiliates (or subsidiaries) act and behave as local firms versus the extent to which their practices resemble those of the parent corporation or some other global standard.In a seminal paper on this topic, Perlmutter [1969] described three types of MNCs: ethnocentric, polycentric and global. According to this typology, the management practices in foreign affiliates of MNCs could resemble those of the MNCs home country (ethno- centric), could conform to local practices of the affiliates host country (polycentric), or could adhere to a worldwide standard (global). *PhilipM. Rosenzweigis AssistantProfessorat the Ha