Varieties and variability of employee relations approaches in US subsidiaries: country-of-origin effects and the level and type of industry internationalisation

2.50
Hdl Handle:
http://hdl.handle.net/2173/86237
Title:
Varieties and variability of employee relations approaches in US subsidiaries: country-of-origin effects and the level and type of industry internationalisation
Authors:
Tüselmann, Heinz; Allen, Matthew; Barrett, Stuart; McDonald, Frank
Citation:
International journal of human resource management, 2008, vol. 19, no. 9, pp. 1622-1635
Publisher:
Routledge
Publication Date:
2008
URI:
http://hdl.handle.net/2173/86237
DOI:
10.1080/09585190802295041
Additional Links:
http://www.tandf.co.uk/journals/titles/09585192.asp
Abstract:
This article investigates the relative importance and variability of the country-of-origin effect in employee relations approaches of US subsidiaries within the context of diversity of employee relations patterns in home- and host-country business systems and the influence of important industry forces. It is based on a representative survey of US subsidiaries and indigenous firms in the UK. The cross-sectional comparison with indigenous UK firms confirmed a distinct US country-of-origin imprint in employee relations patterns in US subsidiaries. However, the magnitude of such an effect cautions against assumptions of popular stereotypes and reflects, inter alia, the diversity of employee relations approaches among US parent companies as well as developments in the UK industrial relations landscape over the last decades. The intra-US analysis revealed the importance of both the level and type of industry internationalisation in shaping the strength and nature of the country-of-origin influence. On the basis of the findings, the article highlights lessons to be learned for the study of cross-border policy-transfer issues in MNCs.
Type:
Article
Language:
en
Description:
Full-text of this article is not available in this e-prints service. This article was originally published following peer-review in International Journal of Human Resource Management, published by and copyright Routledge.
Keywords:
Country-of-origin; Employee relations; Industry internationalisation; Multinationals
ISSN:
0958-5192
EISSN:
1466-4399

Full metadata record

DC FieldValue Language
dc.contributor.authorTüselmann, Heinzen
dc.contributor.authorAllen, Matthewen
dc.contributor.authorBarrett, Stuarten
dc.contributor.authorMcDonald, Franken
dc.date.accessioned2009-11-16T13:59:25Z-
dc.date.available2009-11-16T13:59:25Z-
dc.date.issued2008-
dc.identifier.citationInternational journal of human resource management, 2008, vol. 19, no. 9, pp. 1622-1635en
dc.identifier.issn0958-5192-
dc.identifier.doi10.1080/09585190802295041-
dc.identifier.urihttp://hdl.handle.net/2173/86237-
dc.descriptionFull-text of this article is not available in this e-prints service. This article was originally published following peer-review in International Journal of Human Resource Management, published by and copyright Routledge.en
dc.description.abstractThis article investigates the relative importance and variability of the country-of-origin effect in employee relations approaches of US subsidiaries within the context of diversity of employee relations patterns in home- and host-country business systems and the influence of important industry forces. It is based on a representative survey of US subsidiaries and indigenous firms in the UK. The cross-sectional comparison with indigenous UK firms confirmed a distinct US country-of-origin imprint in employee relations patterns in US subsidiaries. However, the magnitude of such an effect cautions against assumptions of popular stereotypes and reflects, inter alia, the diversity of employee relations approaches among US parent companies as well as developments in the UK industrial relations landscape over the last decades. The intra-US analysis revealed the importance of both the level and type of industry internationalisation in shaping the strength and nature of the country-of-origin influence. On the basis of the findings, the article highlights lessons to be learned for the study of cross-border policy-transfer issues in MNCs.en
dc.language.isoenen
dc.publisherRoutledgeen
dc.relation.urlhttp://www.tandf.co.uk/journals/titles/09585192.aspen
dc.subjectCountry-of-originen
dc.subjectEmployee relationsen
dc.subjectIndustry internationalisationen
dc.subjectMultinationalsen
dc.titleVarieties and variability of employee relations approaches in US subsidiaries: country-of-origin effects and the level and type of industry internationalisationen
dc.typeArticleen
dc.identifier.eissn1466-4399-
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