Journal of International Business Studies

, Volume 39, Issue 1, pp 151–166 | Cite as

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

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


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.


international HRM subsidiary management neo-institutional theory strategic context centralised control multinationals 


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Copyright information

© Academy of International Business 2007

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

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