Ferner, A., Almond, P., Clark, I., Colling, T., Edwards, T., Holden, L. and Muller-Camen, M.
(2004) ‘The Dynamics of Central Control and Subsidiary Autonomy in the Management of Human Resources: Case Study Evidence from US MNCs in the UK’, Organization Studies, 25(3), 363–91.
An interesting study of US companies that illustrates many of the arguments concern-ing the importance of channels of influence and control mechanisms in MNCs, as well as highlighting the significance of internal political processes.
Hofstede, G. (2001) Culture’s Consequences: Comparing Values, Behaviors, Institutions and Organisations Across Nations, 2nd edn, Thousand Oaks, CA: Sage.
Summarizes Hofstede’s seminal study on culture and management, describing the way he constructed each of the cultural dimensions he refers to, and discussing subsequent studies that have drawn upon his ideas.
Morgan, G., Kristensen, P.H. and Whitley, R. (2001) The Multinational Firm: Organizing Across Institutional and National Divides, Oxford: Oxford University Press.
A more scholarly and academic book, which begins with an outline of the ‘transna-tional social space’ argument before moving on to a series of essays exploring in some depth various aspects of the relationship between organizational, national, regional and global processes.
Sorge, A. (2004) ‘Cross-National Differences in Human Resources and Organization’, in A-W. Harzing and J. Van Ruysseveldt (eds) International Human Resource Management, 2nd edn, London: Sage.
A highly accessible and readable overview of the major aspects of both the culturalist and institutionalist perspectives, which also considers practical and theoretical ways in which they might be combined.
References
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Part 1 • The context for international HRM
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