The configurations of HRM bundles in MNCs by their contributions to subsidiaries’ performance and cultural dimensions
Bibliographic Data
| ID | 12701280 |
|---|---|
| Authors | Marzena Stor (0000-0002-3744-791X, Wrocław University of Economics & Business, Poland, corresponding author) |
| Year | 2021 |
| Volume | 21 |
| Issue | 1 |
| Pages | 123-166 |
| Publication date | 2021-03-10 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | International Journal of Cross Cultural Management (JOURNAL) |
| Journal identifiers | ISSN: 1470-5958 • E-ISSN: 1741-2838 |
| Publisher | SAGE Publishing (PUBLISHER • US) |
| DOI | 10.1177/1470595821997488 |
| OpenAlex | W3135139858 |
| Language | EN |
| Citations received | 3 |
| References cited | 110 |
The main goal of the paper is to determine whether the HQs of MNCs evaluate the significances of particular HRM subfunctions to their foreign subsidiaries’ performance differently depending on a specific cultural context and—as a consequence—various configurations of HRM subfunctions may be identified in different cultural contexts. The theoretical assumptions are based on a combination of the configurational and contextual perspectives through a cross-cultural lens. In the empirical research an abductive reasoning process is applied. The research sample covers 200 headquarters of MNCs. To analyze the collected data both descriptive and correlational statistical methods are used. Two patterns of configurational bundle of HRM have been identified: A and B. Pattern A tends to be more system oriented and Pattern B more centralization oriented. Pattern A covers the subsidiaries which, with comparison to their HQ, are of lower power distance, higher individualism, higher masculinity, lower uncertainty avoidance, longer time orientation, and higher indulgence. Pattern B is composed of the subsidiaries with the opposite signs of the cultural distance index. The originality of the study consists in the application of the abductive research model. Thanks to it, we were able to search and find the simplest and most probable explanations for our observations. And the value of the research itself lies in the evidence that the contextual perspective with its configurational implications in the HRM research field is useful in identifying the phenomena that are difficult to identify or unidentifiable otherwise. The findings of the present study provide some knowledge on how cultural distance (external variable) and the significance of HRM to the subsidiary’s performance results (internal variable) interact in impacting on different configurational bundles of HRM subfunctions, their centralization practices and knowledge flows in MNCs
Business · Collectivism · Context (archaeology · Creativity · Economic geography · Empirical research · Generalizability theory · Geography · Hofstede's cultural dimensions theory · Individualism · Knowledge management · Multinational corporation · Originality · Political science · Sociology · Statistics · Subsidiary · Uncertainty avoidance · Computer Science · Innovation and Knowledge Management · International Business and FDI · International Student and Expatriate Challenges · Mathematics · Psychology · Social Psychology
Abduction
Linking Competitive Strategies with Human Resource Management Practices
The Essential Impact of Context on Organizational Behavior
Using a single‐item approach to measure facet job satisfaction
Modes of Theorizing in Strategic Human Resource Management
Cultural Distance and Firm Internationalization
Job Engagement
Effects of Human Resource Systems on Manufacturing Performance and Turnover.
The Impact of Human Resource Management on Organizational Performance
The resource-based view of the firm
How Much Do High‐performance Work Practices Matter? A Meta‐analysis of Their Effects on Organizational Performance
Work-Family Human Resource Bundles and Perceived Organizational Performance.
The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance.
High-performance work systems and organizational performance across societal cultures
The impact of institutional processes, social networks, and culture on diffusion of global work values in multinational organizations
The impact of sociocultural context on strategic renewal
A revision of Hofstede’s individualism-collectivism dimension
Job satisfaction in the global MNE
The double-edged sword of cultural distance in international alliances
Capability, environment and internationalization fit, and financial and marketing performance of MNEs’ foreign subsidiaries
International Strategy and Institutional Environments
Conducting Research Across Cultures
Top management team diversity, individualism–collectivism, and MNE performance
Conceptual Foundations of Cultural Management Research
Rethinking Cross Cultural Management in a Globalizing Business World
National Cultures and Organisations in Search of a Theory
The legacy of Geert Hofstede
Cross-cultural management
Human Resource Management and Innovative Performance in Non-profit Hospitals
Hofstede's Model of National Cultural Differences and their Consequences
Dimensionalizing Cultures
Human Resource Management Practices in the Multinational Company
Human Resource Bundles and Manufacturing Performance
| Unique citing works | 3 |
|---|---|
| Citations per year | 0.75 |
| Citation span | 2022 - 2024 (3) |
| Citation velocity | recent |
| Highly cited | No |
| Citation types | Neutral: 3 |