Transnational Human Resource Management – The More The Better? - Conceptualisation and Case Research in Spain, Britain and Germany

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dc.contributor.author Dickmann, Michael -
dc.date.accessioned 2011-12-13T23:04:13Z
dc.date.available 2011-12-13T23:04:13Z
dc.date.issued 2000-01-01T00:00:00Z -
dc.identifier.citation Michael Dickmann, Transnational Human Resource Management – The More The Better? - Conceptualisation and Case Research in Spain, Britain and Germany - British Academy of Management Conference, Edinburgh, 200 -
dc.identifier.uri http://dspace.lib.cranfield.ac.uk/handle/1826/3267
dc.description.abstract Some authors have argued that in an increasingly integrated world economy an ideal multinational company (MNC) should be simultaneously locally responsive, globally efficient and innovative world-wide. Bartlett and Ghoshal (1989, 1998) suggest that a ‘transnational’ firm overcomes the global-local dilemma while being a highly innovative organisation and that MNCs should strive to follow this supra-national business logic to acquire competitive advantage. A key step to become such an ideal firm is to implement transnational HRM. This raises the issue of whether MNCs should take up these recommendations. If they do, what outcomes are associated with transnational en_UK
dc.title Transnational Human Resource Management – The More The Better? - Conceptualisation and Case Research in Spain, Britain and Germany en_UK
dc.type Conference paper -


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