Cross-Border Transfer of Employment Relations Approaches: Country-of-Origin Effects and the Level and Type of Industry Internationalization

Abstract

The cross-border transfer of business and management practices within multinational companies (MNC) forms an important strand of research in international business. The way MNCs are shaped by their institutional environments and the impact of such forces on the cross-border diffusion of these practices have attracted increasing attention. This has led to a growing focus in the international business literature on the importance of country-of-origin effects for the management of MNCs (Mudambi and Navarra, 2002; Buckley and Carter, 2004). Furthermore, the cultural perspective (see, for instance, Hofstede, 2001) has been extensively used in the international management literature as a way of explaining why MNCs from various national origins adopt different management and business practices in the international arena (Ngo et al., 1998; Tayeb, 1998). There has also been a growing appreciation that such country-specific effects interact with globalization pressures to conform to some kind of ‘best practice’ template.KeywordsHuman Resource ManagementInternational BusinessDominance EffectHigh RoadInternational IntegrationThese keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.