Journal of International Business Studies

, Volume 39, Issue 1, pp 151–166

Human resource management in US subsidiaries in Europe and Australia: centralisation or autonomy?

  • Mark Fenton-O'Creevy
  • Paul Gooderham
  • Odd Nordhaug
Article

DOI: 10.1057/palgrave.jibs.8400313

Cite this article as:
Fenton-O'Creevy, M., Gooderham, P. & Nordhaug, O. J Int Bus Stud (2008) 39: 151. doi:10.1057/palgrave.jibs.8400313

Abstract

We explore determinants of subsidiary autonomy in setting human resource management (HRM) practices within US-parented multinational enterprises (MNEs), in Europe and Australia. We examine both the effect of strategic context and the effect of the institutional location of the subsidiary. We find that US MNEs show greater centralisation of control over HRM where the subsidiary faces global markets, in coordinated market economies vs liberal market economies, and where union density is low.

Keywords

international HRMsubsidiary managementneo-institutional theorystrategic contextcentralised controlmultinationals

Copyright information

© Academy of International Business 2008

Authors and Affiliations

  • Mark Fenton-O'Creevy
    • 1
  • Paul Gooderham
    • 2
  • Odd Nordhaug
    • 2
  1. 1.Open University Business SchoolMilton KeynesUK
  2. 2.Norwegian School of Economics and Business AdministrationBergenNorway