National Embeddedness and Calculative HRM in US Subsidiaries in Europe and Australia

Gooderham, Paul; Nordhaug, Odd; Ringdal, Kristen

dc.contributor.author	Gooderham, Paul
dc.contributor.author	Nordhaug, Odd
dc.contributor.author	Ringdal, Kristen
dc.date.accessioned	2007-01-04T14:55:16Z
dc.date.available	2007-01-04T14:55:16Z
dc.date.issued	2006-11
dc.identifier.citation	Gooderham P, Nordhaug O, Ringdal K. (2006) National embeddedness and calculative human resource management in US subsidiaries in Europe and Australia. Human Relations, Volume 59, Issue 11, pp. 1491-1513	en
dc.identifier.issn	0018-7267
dc.identifier.uri	http://hdl.handle.net/1826/1360
dc.identifier.uri	http://dx.doi.org/10.1177/0018726706072843
dc.description.abstract	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.	en
dc.format.extent	103016 bytes
dc.format.mimetype	application/pdf
dc.language.iso	en	en
dc.publisher	SAGE	en
dc.rights	Copyright SAGE Publications 2006
dc.subject	comparative and cross-cultural HRM	en
dc.subject	human resources and industrial relations	en
dc.subject	management	en
dc.subject	performance appraisal and feedback	en
dc.subject	strategic and international management	en
dc.title	National Embeddedness and Calculative HRM in US Subsidiaries in Europe and Australia	en
dc.type	Article	en