Explaining variation in reverse diffusion of HR practices: Evidence from the German and British subsidiaries of American multinationals |
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| Authors: | Tony Edwards Anne Tempel |
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| Institution: | 1. The Management Department, Franklin Wilkins Building, 150 Stamford Street, London SE1 9NN, UK;2. Institute for Applied Work Science, Ruhr-University of Bochum, D-44780 Bochum, Germany;1. Accenture Management Consulting, Anni-Albers-Straße 11, 80807 Munich, Germany;2. Institute of Management, University of St. Gallen, 9000 St. Gallen, Switzerland;3. University of Richmond, Robins School of Business, Richmond, VA 23173, USA;1. Saitama University, 255 Shimo-okubo, Sakura-ku, Saitama 338-8570, Japan;2. University of Melbourne, Department of Management and Marketing, Level 10, 198 Berkeley Street, Parkville, Victoria 3010, Australia;1. Department of Management and Organization, Hanken School of Economics, P.O. Box 479, FIN-00101 Helsinki, Finland;2. Department of Management, University of Vaasa, P.O. Box 700, FIN-65101 Vaasa, Finland;1. Department of Management and Organization, Hanken School of Economics, PO Box 479, FIN-00101 Helsinki, Finland;2. Aalto University School of Business, PO Box 21210, FIN-00076 Aalto, Finland |
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| Abstract: | This paper examines the phenomenon of ‘reverse diffusion’ of HR practices in multinational companies, defined as the diffusion of practices from the foreign operations of MNCs to the home country. Drawing on research incorporating fieldwork in the British and German subsidiaries of US-based multinationals, we identify sources of variation in the incidence of reverse diffusion both between firms and between subsidiaries of the same firm. |
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