Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

Sign In to gain access to subscriptions and/or personal tools.
Human Relations
This Article
Right arrow Full Text (PDF)
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Right arrow Citation Map
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Similar articles in Web of Science
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via HighWire
Right arrow Citing Articles via Web of Science (1)
Right arrow Citing Articles via Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Gooderham, P.
Right arrow Articles by Ringdal, K.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?

National embeddedness and calculative human resource management in US subsidiaries in Europe and Australia

Paul Gooderham

Norwegian School of Economics and Business Administration, Norway, paul.gooderham{at}nhh.no

Odd Nordhaug

Norwegian School of Economics and Business Administration, Norway, odd.nordhaug{at}nhh.no

Kristen Ringdal

Norwegian University of Science and Technology, Norway, kristen.ringdal{at}svt.ntnu.no

This article presents a study of the degree to which national institutional settings impact on the application of management practices in foreign subsidiaries of multinational companies. Applying the national business systems approach our study centres on the use of calculative human resource management (HRM) practices by subsidiaries of US multinational companies in the UK, Ireland, Germany, Denmark/Norway and Australia, respectively, in comparison with these countries’ indigenous firms.The analysis indicates that while US subsidiaries adapt to the local setting in terms of applying calculative HRM practices, they also diverge from indigenous firm practices.

Key Words: comparative and cross-cultural HRM • human resources and industrial relations • management • performance appraisal and feedback • strategic and international management

Human Relations, Vol. 59, No. 11, 1491-1513 (2006)
DOI: 10.1177/0018726706072843
Add to CiteULike CiteULike   Add to Complore Complore   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati   Add to Twitter Twitter    What's this?


This article has been cited by other articles:


Home page
 LeadershipHome page
B. Espedal
Making Sense of Leadership in Norway: The View from Management Consultants
Leadership, May 1, 2008; 4(2): 181 - 200.
[Abstract] [PDF]