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Human Relations
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Subsidiary responses to institutional duality: Collective representation practices of US multinationals in Britain and Germany

Anne Tempel

University of Erfurt, Germany, anne.tempel{at}uni-erfurt.de

Tony Edwards

King’s College, London, UK, tony.edwards{at}kcl.ac.uk

Anthony Ferner

De Montfort University, UK, afhum{at}dmu.ac.uk

Michael Muller-Camen

Middlesex University Business School, UK, m.muller-camen{at}mdx.ac.uk

Hartmut Wächter

University of Trier, Germany, waechterh{at}uni-trier.de

New institutionalist studies of human resource management in multinational companies argue that subsidiaries are faced with institutional duality-pressures to conform to parent company practices and to the local institutional environment in which they are based. To date, they have concentrated on how subsidiaries respond to parent company pressures. This article considers how subsidiary management responds to both parent company demands and host country pressures in trying to reconcile the challenges of institutional duality. It focuses on how such responses are shaped by the interdependence of subsidiary management with the parent company and the local environment. It does so by comparing case study evidence of collective representation practices in US-owned subsidiaries in Britain and Germany.

Key Words: collective representation • institutional duality • multinational companies • new institutionalism • subsidiary responses

Human Relations, Vol. 59, No. 11, 1543-1570 (2006)
DOI: 10.1177/0018726706072863
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