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Determinants of central control and subsidiary autonomy in HRM: the case of foreign-owned multinational companies in Spain'
Date
2013
Abstract
This article examines the factors affecting HRM subsidiary autonomy within multinational companies (MNCs). Drawing on institutional theory arguments, along with an analysis of the impact of international HRM structures, it attempts to identify the multiplicity of factors influencing subsidiary autonomy with regard to HRM. Using data gathered from a highly representative survey of foreign MNC subsidiaries located in Spain, the results identify a number of factors that hold explanatory power. First, the distance between the home and the host country in terms of variety of capitalism is crucial in explaining variations in subsidiary autonomy. In addition, international HR structures, such as the existence of an international policy-making body and the use of HR shared service centres or HR data reporting mechanisms, are also important in accounting for the degree of autonomy over HR issues experienced by the MNC subsidiaries in our study.
Supervisor
Description
peer-reviewed
Publisher
John Wiley & Sons, Inc.
Citation
Human Resource Management Journal;23 (3), pp. 262-278
Collections
Files
Funding code
Funding Information
European Research Council (ERC)
Sustainable Development Goals
External Link
Type
Article
Rights
https://creativecommons.org/licenses/by-nc-sa/1.0/