Subsidiary responses to institutional duality: collective representation practices of US multinationals in Britain and Germany
Muller-Camen, Michael and Tempel, Anne and Ferner, Anthony and Edwards, Tony (2006) Subsidiary responses to institutional duality: collective representation practices of US multinationals in Britain and Germany. Human Relations, 59 (11). pp. 1543-1570. ISSN 0018-7267
Full text is not in this repository.
New institutionalist studies of human resource management in multinational companies argue that subsidiaries are faced with institutional duality-pressures to conform to parent company practices and to the local institutional environment in which they are based. To date, they have concentrated on how subsidiaries respond to parent company pressures. This article considers how subsidiary management responds to both parent company demands and host country pressures in trying to reconcile the challenges of institutional duality. It focuses on how such responses are shaped by the interdependence of subsidiary management with the parent company and the local environment. It does so by comparing case study evidence of collective representation practices in US-owned subsidiaries in Britain and Germany.
|Research Areas:||A. Middlesex University Schools and Centres > Business School > Leadership, Work and Organisations|
|Citations on ISI Web of Science:||18|
|Deposited On:||28 Nov 2008 13:25|
|Last Modified:||17 Feb 2015 16:33|
Repository staff only: item control page
Full text downloads (NB count will be zero if no full text documents are attached to the record)
Downloads per month over the past year