The role of actors in configuring HR systems within multinational subsidiaries

Rupidara, NS; McGraw, P

The role of actors in configuring HR systems within multinational subsidiaries

Rupidara, NS McGraw, P

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Publication Type:: Journal Article
Citation:: Human Resource Management Review, 2011, 21 (3), pp. 174 - 185
Issue Date:: 2011-09-01

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Field	Value	Language
dc.contributor.author	Rupidara, NS	en_US
dc.contributor.author	McGraw, P	en_US
dc.date.issued	2011-09-01	en_US
dc.identifier.citation	Human Resource Management Review, 2011, 21 (3), pp. 174 - 185	en_US
dc.identifier.issn	1053-4822	en_US
dc.identifier.uri	http://hdl.handle.net/10453/110357
dc.description.abstract	This paper theorizes the role of actors in configuring human resource management systems within subsidiaries of multinational companies, a process typically involving the management of complexity and contradictory pressures stemming from a variety of sources. Subsidiary HR managers play a key role in this process as they make ongoing adjustments in response to these pressures. Three theoretical stances are drawn upon: rational choice, particularly as represented in the resource based view, institutional and the micropolitics of actors. We argue that a blended perspective best enables a full conceptualization of the dynamic interactions of actors and their context. We suggest the need to recast the definition of institutional field with regard to MNC subsidiaries, particularly in recognizing wider cognitive influences. © 2011 Elsevier Inc.	en_US
dc.relation.ispartof	Human Resource Management Review	en_US
dc.relation.isbasedon	10.1016/j.hrmr.2011.02.003	en_US
dc.subject.classification	Business & Management	en_US
dc.title	The role of actors in configuring HR systems within multinational subsidiaries	en_US
dc.type	Journal Article
utslib.citation.volume	3	en_US
utslib.citation.volume	21	en_US
utslib.for	1503 Business and Management	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
utslib.copyright.status	closed_access
pubs.issue	3	en_US
pubs.publication-status	Published	en_US
pubs.volume	21	en_US

Abstract:

This paper theorizes the role of actors in configuring human resource management systems within subsidiaries of multinational companies, a process typically involving the management of complexity and contradictory pressures stemming from a variety of sources. Subsidiary HR managers play a key role in this process as they make ongoing adjustments in response to these pressures. Three theoretical stances are drawn upon: rational choice, particularly as represented in the resource based view, institutional and the micropolitics of actors. We argue that a blended perspective best enables a full conceptualization of the dynamic interactions of actors and their context. We suggest the need to recast the definition of institutional field with regard to MNC subsidiaries, particularly in recognizing wider cognitive influences. © 2011 Elsevier Inc.

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http://hdl.handle.net/10453/110357