Managing upward and downward through informal networks in Jordan: the contested terrain of performance management

Simple item page
dc.contributor.authorMelhem, Muntaser J.
dc.contributor.authorDarwish, Tamer K.
dc.contributor.authorWood, Geoffrey
dc.contributor.authorAbushaikha, Ismail
dc.date.accessioned2024-05-01T15:53:20Z
dc.date.available2024-05-01T15:53:20Z
dc.date.issued2024-04-18
dc.description.abstractThis study explores how local managers, in practicing Human Resource management (HRM), may pursue their own interests that are out of line with the agendas of headquarters in multinational companies (MNCs). It is widely acknowledged that informal networks have an impact on HRM practices in emerging markets. While these networks are often regarded as beneficial for organizations in compensating for institutional shortfalls, they may also lead to corruption, nepotism, or other ethical transgressions. Indigenous scholarship on informal networks in emerging markets has highlighted how their impact occurs through a dynamic process; powerful placeholders deploy informal networks to entrench existing power and authority relations when managing people. Qualitative data were gathered through 43 in-depth interviews and documentary evidence from MNCs operating in Jordan. MNCs are subject to both home and host country effects; we highlight how, in practicing HRM, country of domicile managers deploy the cultural scripts of wasta informal network to secure and enhance their own relative authority. HRM practices are repurposed by actors who secure and consolidate their power through wasta. They dispense patronage to insiders and marginalize outsiders; the latter includes not only more vulnerable local employees but also expatriates. This phenomenon becomes particularly evident during the performance appraisal process, which may serve as a basis for the differential treatment and rewards of employees. Consequently, this further dilutes the capacity of MNCs to implement—as adverse to espousing—centrally decided approaches to HRM.en_UK
dc.identifier.citationMelhem MJ, Darwish TK, Wood G, Abushaikha I. (2024) Managing upward and downward through informal networks in Jordan: the contested terrain of performance management. Human Resource Management, Available online 18 April 2024en_UK
dc.identifier.issn0090-4848
dc.identifier.urihttps://doi.org/10.1002/hrm.22224
dc.identifier.urihttps://dspace.lib.cranfield.ac.uk/handle/1826/21301
dc.language.isoen_UKen_UK
dc.publisherWileyen_UK
dc.rightsAttribution 4.0 International*
dc.rights.urihttp://creativecommons.org/licenses/by/4.0/*
dc.subjectemployee voiceen_UK
dc.subjectexpatriatesen_UK
dc.subjecthost country effectsen_UK
dc.subjectinformal networksen_UK
dc.subjectinstitutional logicsen_UK
dc.subjectMiddleEasten_UK
dc.subjectMNCsen_UK
dc.subjectperformance appraisalsen_UK
dc.titleManaging upward and downward through informal networks in Jordan: the contested terrain of performance managementen_UK
dc.typeArticleen_UK
dcterms.dateAccepted2024-04-06

Files

Original bundle
Now showing 1 - 1 of 1
Thumbnail Image
Name:
Managing_upward_and_downward_through_informal_networks_in_Jordan-2024.pdf
Size:
1.38 MB
Format:
Adobe Portable Document Format
Description:
Download
License bundle
Now showing 1 - 1 of 1
No Thumbnail Available
Name:
license.txt
Size:
1.63 KB
Format:
Item-specific license agreed upon to submission
Description:
Download

Collections

Staff publications (SoM)