International HR strategy in Brazilian technology multinationals

Four cases of Brazilian Multinationals from the information technology [IT] sector were compared in their international Human Resources strategy. The analysis is focused on the development and application of two research models. One analyzes the level of subsidiary autonomy in terms of strategic HR...

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Bibliographic Details
Published in:BAR, Brazilian administration review Brazilian administration review, 2010-10, Vol.7 (4), p.325-344
Main Authors: Muritiba, Patricia Morilha, Muritiba, Sergio Nunes, Campanario, Milton, de Albuquerque, Lindolfo Galvao
Format: Article
Language:English
Subjects:
Competition
Competitive advantage
Content analysis
Decentralization
Decentralization (Management)
Expatriates
Globalization
Human resource departments
Human resource management
Human resources
Information technology
Innovations
international business
International business enterprises
MANAGEMENT
Methods
Multinational corporations
multinationals
Organizational structure
Studies
Subsidiaries
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Summary:Four cases of Brazilian Multinationals from the information technology [IT] sector were compared in their international Human Resources strategy. The analysis is focused on the development and application of two research models. One analyzes the level of subsidiary autonomy in terms of strategic HR decisions, including difficult decisions regarding coordination in multinationals, following the theoretical approach of the autonomy of subsidiaries (Kidger, 2002; Nohria & Ghoshal, 1997). The other is related to the level of internationalization of HR strategies, defined as the capacity to take advantage of globalization, providing the best resources for the company regardless of where they are located (Sparrow, 2007). Both models were applied in a multiple case study method (Eisenhardt, 1989). Data were collected through semi-structured interviews and company reports, and analyzed through content analysis. The results show: (a) a more centralizing characteristic of the multinational companies examined, despite the limitations of this choice as shown by the literature; and (b) that Brazilian IT multinationals tend to rely more on their national competencies when managing human resources instead of going global to aggregate differentiated competencies.
ISSN:1807-7692
1807-7692
DOI:10.1590/S1807-76922010000400002