MNEs and flexible working practices in Mauritius
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We compare how far companies based in Africa, India and the 'global North' operating in Mauritius adopt high-trust flexible working practices, and how these are linked to different clusters of wider labour management practice. Using comprehensive firm-level data collected in late 2011, we find that African/Indian company practices are closer to those of indigenous firms than to those of Northern companies. The different company groups operate in quite different ways but regional MNEs operate in a similar way to indigenous companies. We therefore conclude that Rugman and Verbeke’s ‘regionalization’ theory also applies to the HR field. We further find that both a relatively strategic approach to HRM and measures to develop employer-employee interdependence are, respectively, linked directly and indirectly to flexible working incidence.
|Keywords (uncontrolled):||Multinational Enterprises, regionalisation, flexible working, Strategic HRM, employer-employee interdependence|
|Research Areas:||A. > Business School > Economics
A. > Business School > Leadership, Work and Organisations > Employment Relations group
|Notes on copyright:||18 month embargo.|
|Depositing User:||Alison Roache|
|Date Deposited:||30 Oct 2014 15:56|
|Last Modified:||13 Oct 2016 14:31|
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