Please use this identifier to cite or link to this item: https://doi.org/10.1057/jibs.2010.42
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dc.titleHigh-performance work systems in foreign subsidiaries of American multinationals: An institutional model
dc.contributor.authorLawler, J.J.
dc.contributor.authorChen, S.-J.
dc.contributor.authorWu, P.-C.
dc.contributor.authorBae, J.
dc.contributor.authorBai, B.
dc.date.accessioned2013-10-09T09:15:45Z
dc.date.available2013-10-09T09:15:45Z
dc.date.issued2011
dc.identifier.citationLawler, J.J., Chen, S.-J., Wu, P.-C., Bae, J., Bai, B. (2011). High-performance work systems in foreign subsidiaries of American multinationals: An institutional model. Journal of International Business Studies 42 (2) : 202-220. ScholarBank@NUS Repository. https://doi.org/10.1057/jibs.2010.42
dc.identifier.issn00472506
dc.identifier.urihttp://scholarbank.nus.edu.sg/handle/10635/44615
dc.description.abstractThis study examines the implementation of high-performance work systems (HPWSs) in 217 subsidiaries of American-based multinational enterprises operating in 14 countries in Asia, Africa, and Europe. Specifically, this paper explores the effect of host-country institutional factors on the extent of HPWS implementation in subsidiaries, and focuses on strong agency influences and dominance effects. The proposed model was more successful in explaining the effect of HPWSs on rank-and-file employees than on managers. Of particular interest is the strong positive association between host-country economic growth and HPWS implementation, which suggests a possible cyclical sensitivity of subsidiaries regarding human resource management strategy. © 2011 Academy of International Business All rights reserved.
dc.description.urihttp://libproxy1.nus.edu.sg/login?url=http://dx.doi.org/10.1057/jibs.2010.42
dc.sourceScopus
dc.subjecthuman resource management (HRM)
dc.subjectinstitutional theory
dc.subjectmultinational corporations (MNCs) and enterprises (MNEs)
dc.typeArticle
dc.contributor.departmentMANAGEMENT AND ORGANISATION
dc.description.doi10.1057/jibs.2010.42
dc.description.sourcetitleJournal of International Business Studies
dc.description.volume42
dc.description.issue2
dc.description.page202-220
dc.identifier.isiut000286376700002
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