Abstract
How MNEs control and co-ordinate their subsidiaries' human resources has been a mtter of some debate in recent years. The corporate centre's human resource (HR) department is frequently accorded a key role in shaping direction through programme of strategic change involving best practice transfer or culture change. Such programmes, however, have been questioned by academics and practitioners for their ability to deliver on the promises made for them and for the failure to recognize the problems of top-down programmes of change. In this paper, we address the question of what it might take to deliver a coherent and acceptable corporate-wide strategic HR change initiative whilst allowing for simultaneous subsidiary development and innovation? Drawing on our direct experience of case studies and building on the more general strategic change literature, we develop a process model of strategic HR changes in MNEs, which identifies the key factors that lead to successful change outcomes. The main contribution of this work is to fill existing gaps in the literature and to provide some advice to practitioners who seek to implement universal HR change programmes in MNEs.
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