Journal
HUMAN RELATIONS
Volume 65, Issue 2, Pages 163-187Publisher
SAGE PUBLICATIONS LTD
DOI: 10.1177/0018726711429494
Keywords
comparative and cross-cultural HRM; conflict; international HRM; multinationals; organizational theory; strategic and international management
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Funding
- Economic and Social Research Council [RES-000-23-0305] Funding Source: researchfish
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This article argues for the systematic incorporation of power and interests into analysis of the cross-border transfer of practices within multinational companies (MNCs). Using a broadly Lukesian perspective on power it is argued that the transfer of practices involves different kinds of power capabilities through which MNC actors influence their institutional environment both at the 'macro-level' of host institutions and the 'micro-level' of the MNC itself. The incorporation of an explicit account of the way power interacts with institutions at different levels, it is suggested, underpins a more convincing account of transfer than is provided by the dominant neoinstitutionalist perspective in international business, and leads to a heuristic model capable of generating proposed patterns of transfer outcomes that may be tested empirically in future research.
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