Global challenges to replicating HR: The role of people, processes, and systems

Global firms often struggle to replicate practices among their culturally and geographically dispersed subsidiaries. Part of the reason for this is that certain practices, including human resource management (HRM) practices, are complex and context specific. In this study, we develop a framework to...

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Bibliographic Details
Published in:Human resource management 2009-11, Vol.48 (6), p.973-995
Main Authors: Morris, Shad S., Wright, Patrick M., Trevor, Jonathan, Stiles, Philip, Stahl, Günter K., Snell, Scott, Paauwe, Jaap, Farndale, Elaine
Format: Article
Language:English
Subjects:
alignment
cultural distance
Human resource management
Human resources
international human resource management
knowledge management
Multinational corporations
principles and templates
replication
Studies
Subsidiaries
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Summary:Global firms often struggle to replicate practices among their culturally and geographically dispersed subsidiaries. Part of the reason for this is that certain practices, including human resource management (HRM) practices, are complex and context specific. In this study, we develop a framework to help identify how firms might overcome challenges of practice replication through alignment of information systems, application processes, and people. We find that managerial alignment of formal processes and systems, along with informal alignment of people (shared objectives), improve the capability of a multinational corporation (MNC) to replicate human resource practices across subsidiaries. We also discuss managerial implications. © 2009 Wiley Periodicals, Inc.
ISSN:0090-4848
1099-050X
DOI:10.1002/hrm.20325