Headhunter-assisted recruiting practices in foreign subsidiaries and their (dys)functional effects: An institutional work perspective |
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| Affiliation: | 1. Department of Management and International Business, Florida International University College of Business, United States;2. Naveen Jindal School of Management, University of Texas at Dallas, United States;3. University of Kent Business School, Kent ME4 4AG, United Kingdom;4. Faculty of Business Administration, University of Macau, Macao;5. Faculty of Business and Economics, Monash University, Australia;6. Department of Management, City University of Hong Kong, Hong Kong;1. KMU International Business School, Kookmin University, Seoul, Korea;2. Korea University Business School, Korea University, Seoul, Korea;1. International Business Discipline, University of Sydney, NSW 2006, Australia;3. Department of Management, City University of Hong Kong, Tat Chee Avenue, Kowloon, Hong Kong SAR |
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| Abstract: | This paper applies the institutional work perspective to elucidate how and why dysfunctional effects are reproduced by HRM practices. Our analysis of headhunter-assisted recruitment of local employees in foreign subsidiaries demonstrates how mutual dependence, self-interests, and a stratified labor market lead to specific candidate search criteria and limit the scope of search. It also shows how these practices result in limited positive effects from the key actors’ perspective, but in the long run reproduce voluntary turnover, communication-competence misalignment, and limited use of local talent pools. However, because these practices have become commonly used, the actors are unwilling and/or unable to change the system. |
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