Adam Smale

The global integration of diversity management: a longitudinal case study

Whilst the extant diversity management literature has provided a comprehensive array of theoretical frameworks and empirical studies on how organizations can and have approached the management of a diverse workforce, the same cannot be said about the literature on diversity in an international setting. Indeed, from a diversity management perspective we know surprisingly little about how multinational firms are responding to the increasing globalization of their workforce. This study seeks to contribute to this under-researched area through an in-depth longitudinal case study of TRANSCO, a well-known European MNC, which has been attempting to integrate diversity management globally throughout its worldwide operations. Adopting a Finnish host-country perspective, the study investigates what TRANSCO has been integrating, how it has tried to facilitate this and the challenges that have arisen throughout the process. The results indicate that TRANSCO has committed a considerable amount of resources to the global diversity management integration process, reflected in the myriad of integration mechanisms utilized. In terms of their integration strategy, it was evident that TRANSCO was able to achieve global consistency at the level of diversity philosophy, but was forced to rely on a more multi-domestic approach to implementing diversity policies and practices. The challenges encountered served to highlight the demographic, cultural and institutional embeddedness of diversity management when transferred into a non-Anglo-Saxon host context.

Human resource management in foreign-owned subsidiaries: China versus India

This study examines the HRM practices and the role played by the HR department in foreign-owned units located in China and India. The study of 170 Western-owned subsidiaries analyses the extent to which the HRM practices associated with the local professionals and managerial-level employees resemble those of local firms versus those of the (main) Western parent organization, and investigates the degree to which the units HR department was perceived to play a strategic role. The results indicate clear differences between HRM characteristics in Western-owned units in China and India, and suggest that the use of expatriates and the background of the HR managers are important determinants of subsidiary HRM.

Global HRM integration: a knowledge transfer perspective

Purpose – The purpose of this paper is to review the literature on HRM in MNCs from a knowledge transfer perspective, to identify some of the key weaknesses in extant research and to outline a future research agenda.Design/methodology/approach – In this paper key contributions to the literature on HRM in MNCs are reviewed and discussed in connection with the knowledge transfer literature. The review and discussion culminate in the presentation of an agenda for future research.Findings – The paper finds that, by viewing global HRM integration in MNCs as a process of knowledge transfer, three weaknesses in the extant literature are identified: inadequate consideration of HRMs knowledge characteristics at different levels within the organisation – the “what”; insufficient attention paid to the organisational mechanisms through which HRM is transferred – the “how”; and a lack of rigour in assessing when HRM transfer can be viewed as successful – the “when”.Originality/value – In viewing global HRM integratio...

The influence of internal and external social networks on HRM capabilities in MNC subsidiaries in China

In this study we examine the influence of involvement in internal and external social networks on HRM capabilities. We distinguish between technical and strategic HRM capabilities and focus on the capabilities of the HR department relating to four HRM practices – recruitment and selection, training and development, compensation, and performance appraisal. The study is based on data from dual respondents, general managers and HR managers, in 66 European MNC subsidiaries located in China. The results indicate that contact with other MNCs in China regarding HRM issues is positively associated with both technical and strategic HRM capabilities whereas contact with local Chinese companies does not have any significant influence on either strategic or technical HRM capabilities. Contact with MNC headquarters is positively associated with strategic HRM capabilities.

The determinants of line management internalisation of HRM practices in MNC subsidiaries

In this study, we investigated factors that influence the attitudes of line managers towards HRM. Using a sample of the general managers of 123 subsidiaries, we tested whether the general managers level of HRM internalisation – the extent to which he or she values and is committed to the subsidiarys HRM practices – is influenced by two sets of factors: the professional experience of the subsidiary HR manager and the external networking activities and perceived strategic HRM capabilities of the subsidiary HR department. The findings supported the hypotheses relating to the professional experience of the subsidiary HR manager. Furthermore, an inverted U-shaped relationship was found between the tenure of the HR manager in his or her current position and the HRM internalisation of the general manager. The level of perceived strategic HRM capabilities of the subsidiary HR department was also shown to have a positive influence.

From HRM practices to the practice of HRM: setting a research agenda

Purpose – The purpose of this paper is to develop an “HRM-as-practice” research agenda. The authors suggest that the HRM-performance literature would benefit from an actor-centric approach and a focus on activities, and that the HR roles research needs to shift its attention toward a more dynamic perspective of HR work and link this further to performance. Design/methodology/approach – The paper first provides an overview of strategy-as-practice (SAP) literature, and then review how extant HRM literature deals with three core notions of SAP: practices, praxis and practitioners. Based on this, the paper outlines an “HRM-as-practice” research agenda. Findings – Focussing on the intersections between praxis, practitioners and practice, the paper suggests that an “HRM-as-practice” approach can give new insights into first, how people-related decisions are made, implemented and enacted in organizations; second, how employees and other HRM stakeholders interpret and engage with HRM; third, how HR actors become ...

Expatriate characteristics and the stickiness of HRM knowledge transfers

In this study, we problematise the role of expatriates in transfers of parent HRM knowledge since expatriates, argued to be key actors in this process, are rarely HR professionals and seldom have much education or experience in HR. In the light of scant empirical research on the impact of individual attributes of expatriates in the transfer of knowledge, this study aimed to identify the characteristics of subsidiary expatriate managers that most affect the ‘stickiness’, or difficulty, of HRM knowledge transfers from multinational firm parent to foreign subsidiaries. The study is based on 86 personal interviews with 60 expatriate managers in 4 British subsidiaries belonging to 4 Taiwanese multinational corporations. The findings reveal how the ability and motivation of expatriates affect transfer stickiness both in terms of their absorptive capacity as an HRM knowledge recipient and their disseminative capacity as an HRM knowledge source.

HRM integration mechanism usage in MNC subsidiaries in China

Purpose – The present study sought to shed light on the antecedents of HRM integration mechanism usage in MNCs and to establish the extent to which antecedents differ in importance across different mechanism types.Design/methodology/approach – A set of hypotheses was developed and tested on a sample of 76 European‐owned subsidiaries located in China.Findings – The results show that the use of HRM integration mechanisms is greater in more capital‐intensive subsidiaries that employ larger numbers of expatriates. Post‐hoc analyses provide support for the view that integration mechanisms are used in a complementary fashion rather than as substitutes.Research limitations/implications – The study did not include the MNCs strategic international HRM orientation and the sample size is rather small. The results of the study do not allow any conclusions to be drawn regarding the effectiveness of the mechanisms, however this would be a fruitful issue to pursue in future research.Originality/value – The paper addres...

Designing IB Curricula for Future Global Careerists: A Boundaryless Career Perspective

New career realities appear to be reshaping the necessary tools, skills and attitudes individuals must possess in order to establish a successful career in the international business arena. In particular, the boundaryless career perspective provides an interesting point of departure from which to analyze the kinds of competences future global careerists will need to become masters their own careers. Accordingly, this article presents the main arguments behind boundaryless career theory and discusses them in light of the extant literature on international careers. Based on this discussion the paper goes on to spell out the implications of the boundaryless career for IB curricula design, suggesting ways in which they can help IB students—the future global careerists—accumulate valuable career capital prior to embarking on their international career paths. The authors are grateful for the financial support provided by the Finnish Funding Agency for Technology and Innovation (TEKES).

The strategic role of HR in MNC subsidiaries in China between 1999 and 2006

Purpose – The purpose of this paper is to examine the factors that have influenced the strategic role of the HR department in Western MNC subsidiaries in China between 1999 and 2006.Design/methodology/approach – The study is based on two sets of quantitative questionnaire data collected in 142 subsidiaries in 1999 and 2006. Qualitative interview data from 2006 are also used to shed light on the findings of the quantitative analysis.Findings – The results indicate that the role of the HR department was more strategic in 2006 than in 1999. Furthermore, subsidiary size and the size of the HR department were positively associated with the strategic role of the HR department.Originality/value – The study contributes to the literature on HRM in MNCs by examining the role of the HR department, which has received surprisingly little attention in previous research, especially the role of the HR department, in foreign MNC subsidiaries. The study also responds to calls for more empirical research examining the devel...