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The International Journal of Human Resource Management Volume 22, 2011 - Issue 18: The state, public policy and the renewal of HRM
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Papers in International Human Resource Management

The relationship between ceremonial adoption of popular management practices and the motivation for practice adoption and diffusion in an American MNCFootnote

David G. Collings J.E. Cairnes School of Business & Economics, National University of Ireland, Galway, IrelandCorrespondence[email protected]
&
Penny Dick University of Sheffield Management School, University of Sheffield, UK
Pages 3849-3866 | Published online: 04 Jul 2011

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Read on this site (5)

Ignacio Bretos, Anjel Errasti & Aurélie Soetens. (2023) The politics of selective and differential transfer of HRM practices in employee-owned MNCs: evidence from an emblematic European worker co-op. The International Journal of Human Resource Management 0:0, pages 1-35.
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Malte Steinbach, Jost Sieweke & Stefan Süß. (2019) The diffusion of e-participation in public administrations: A systematic literature review. Journal of Organizational Computing and Electronic Commerce 29:2, pages 61-95.
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Dirk Klimkeit & Markus Reihlen. (2016) Organizational practice transfer within a transnational professional service firm: the role of leadership and control. The International Journal of Human Resource Management 27:8, pages 850-875.
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Inju Yang. (2015) Cross-cultural perceptions of clan control in Korean multinational companies: a conceptual investigation of employees' fairness monitoring based on cultural values. The International Journal of Human Resource Management 26:8, pages 1076-1097.
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Richard Croucher, Marian Rizov & Ram Goolaup. (2014) The antecedents of direct management communication to employees in Mauritius. The International Journal of Human Resource Management 25:17, pages 2420-2437.
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Articles from other publishers (9)

Alexander Kristiansen & Roger Schweizer. (2021) Practice coordination by principles: a contemporary MNC approach to coordinating global practices. critical perspectives on international business 18:5, pages 724-745.
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Kieran M. ConroyDavid G. Collings & Johanna Clancy. (2018) Sowing the seeds of subsidiary influence: Social navigating and political maneuvering of subsidiary actors. Global Strategy Journal 9:4, pages 502-526.
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Ali Najeeb & Mary Barrett. (2019) Conformance or evasion. Employee Relations: The International Journal 41:6, pages 1183-1204.
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Stefan Schmid, Frederic Altfeld & Tobias Dauth. (2018) Americanization as a driver of CEO pay in Europe: The moderating role of CEO power. Journal of World Business 53:4, pages 433-451.
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Sara L. McGaughey, Arun Kumaraswamy & Peter W. Liesch. (2016) Institutions, entrepreneurship and co-evolution in international business. Journal of World Business 51:6, pages 871-881.
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Toke Bjerregaard, Mai S. Linneberg & Jakob Lauring. (2016) Practice transfer in MNCs: a process of tension and contestation. critical perspectives on international business 12:2, pages 102-120.
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Linh-Chi Vo, Jean-Denis Culié & Eléonore Mounoud. (2016) Microfoundations of decoupling: From a coping theory perspective. M@n@gement 19:4, pages 248.
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Maura Sheehan. (2013) Human resource management and performance: Evidence from small and medium-sized firms. International Small Business Journal: Researching Entrepreneurship 32:5, pages 545-570.
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Päivi Karhunen & Riitta Kosonen. (2013) Strategic responses of foreign subsidiaries to host country corruption. Critical perspectives on international business 9:1/2, pages 88-105.
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