Global challenges to replicating HR: The role of people,processes, and systems |
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| Authors: | Shad S Morris Patrick M Wright Jonathan Trevor Philip Stiles Günter K Stahl Scott Snell Jaap Paauwe Elaine Farndale |
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| Institution: | 1. Fisher College of Business, The Ohio State University;2. School of ILR at Cornell University;3. Judge Business School, University of Cambridge;4. Judge Business School, University of Cambridge, UK;5. WU Vienna, Austria, and INSEAD, France and Singapore;6. Leadership and Organization area, Darden;7. Tilburg University and Erasmus University Rotterdam;8. Tilburg University, The Netherlands |
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| Abstract: | 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. |
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| Keywords: | replication knowledge management international human resource management alignment cultural distance principles and templates |
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