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The International Journal of Human Resource Management Volume 22, 2011 - Issue 8: Comparative perspectives on HR and line manager relationships and their effects on employees
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Special Issue Papers

The determinants of line management internalisation of HRM practices in MNC subsidiaries

Ingmar Björkman Department of Management and Organization, Hanken School of Economics, Helsinki, Finland
,
Mats Ehrnrooth Department of Management and Organization, Hanken School of Economics, Helsinki, Finland
,
Adam Smale Department of Management, University of Vaasa, Vaasa, FinlandCorrespondence[email protected]
&
Sofia John Department of Management and Organization, Hanken School of Economics, Helsinki, Finland
Pages 1654-1671 | Published online: 12 May 2011

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Upam Pushpak Makhecha, Vasanthi Srinivasan, Ganesh N. Prabhu & Sourav Mukherji. (2018) Multi-level gaps: a study of intended, actual and experienced human resource practices in a hypermarket chain in India. The International Journal of Human Resource Management 29:2, pages 360-398.
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Koen Dewettinck & Wim Vroonen. (2017) Antecedents and consequences of performance management enactment by front-line managers. Evidence from Belgium. The International Journal of Human Resource Management 28:17, pages 2473-2502.
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Ingmar Björkman & Denice Welch. (2015) Framing the field of international human resource management research. The International Journal of Human Resource Management 26:2, pages 136-150.
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Karin Sanders & Stephen Frenkel. (2011) HR-line management relations: characteristics and effects. The International Journal of Human Resource Management 22:8, pages 1611-1617.
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Articles from other publishers (19)

Swati Dhir & Tanusree Chakraborty. (2021) Does the perceived efficiency of the HR department matter in influencing satisfaction and employee performance?. International Journal of Productivity and Performance Management 72:4, pages 943-961.
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Hertta Vuorenmaa, Jennie Sumelius & Karin Sanders. (2023) Examining missing pieces of the human resource (HR) attributions puzzle: The interplay between line manager beliefs, HR information and context. Frontiers in Psychology 14.
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Jianwu Jiang, Shuling Li & Wenbo Zhu. (2022) The trickle‐down effect of managers' belief in the importance of human resource management practices on employee performance: evidence from China. Asia Pacific Journal of Human Resources 60:4, pages 814-831.
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Hussein Kurdi‐Nakra, Xuan Kou & Jongwook Pak. (2021) The road taken and the path forward for HR devolution research: An evolutionary review. Human Resource Management 61:2, pages 239-258.
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Rebecca Hewett & Amanda Shantz. (2021) A theory of HR co-creation. Human Resource Management Review 31:4, pages 100823.
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Anton Beletskiy & Carl F. Fey. (2020) HR ambidexterity and absorptive capacities: A paradox‐based approach to HRM capabilities and practice adoption in MNC subsidiaries . Human Resource Management 60:6, pages 863-883.
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Phil Almond, Tony Edwards, Philipp Kern, Kyoungmi Kim & Olga Tregaskis. (2021) Global norm‐making processes in contemporary multinationals. Human Resource Management Journal.
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Anne Jacqueminet. (2020) Practice Implementation Within a Multidivisional Firm: The Role of Institutional Pressures and Value Consistency. Organization Science 31:1, pages 182-199.
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David S. SteffensenJr.Jr., B. Parker EllenIIIIII, Gang Wang & Gerald R. Ferris. (2019) Putting the “Management” Back in Human Resource Management: A Review and Agenda for Future Research. Journal of Management 45:6, pages 2387-2418.
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Torben Andersen & Stefan Quifors. 2019. Managing Talent. Managing Talent 97 121 .
Tony Edwards, Rocío Sánchez-Mangas, Patrice Jalette, Jonathan Lavelle & Dana Minbaeva. (2016) Global standardization or national differentiation of HRM practices in multinational companies? A comparison of multinationals in five countries. Journal of International Business Studies 47:8, pages 997-1021.
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Jennifer Lawless & Aurora Trif. (2016) Managing interpersonal conflicts at work by line managers. The Irish Journal of Management 35:1, pages 74-87.
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Catarina Ahlvik, Adam Smale & Jennie Sumelius. (2016) Aligning corporate transfer intentions and subsidiary HRM practice implementation in multinational corporations. Journal of World Business 51:3, pages 343-355.
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Sofia John & Ingmar Björkman. (2015) In the eyes of the beholder: the HRM capabilities of the HR function as perceived by managers and professionals. Human Resource Management Journal 25:4, pages 424-442.
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Catarina Ahlvik & Ingmar Björkman. (2015) Towards explaining subsidiary implementation, integration, and internalization of MNC headquarters HRM practices. International Business Review 24:3, pages 497-505.
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Jennie Sumelius, Ingmar Björkman, Mats Ehrnrooth, Kristiina Mäkelä & Adam Smale. (2014) What Determines Employee Perceptions of HRM Process Features? The Case of Performance Appraisal in MNC Subsidiaries. Human Resource Management 53:4, pages 569-592.
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Ingmar Björkman, Mats Ehrnrooth, Kristiina Mäkelä, Adam Smale & Jennie Sumelius. (2014) From HRM practices to the practice of HRM: setting a research agenda. Journal of Organizational Effectiveness: People and Performance 1:2, pages 122-140.
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Sebastián Bruque Cámara, José Moyano Fuentes & Ronald F. Piccolo. (2012) Comportamiento cívico y redes sociales en un contexto de cambio tecnológico: un análisis empírico. Revista Europea de Dirección y Economía de la Empresa 21:3, pages 219-230.
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. 2012. Make Your People Before You Make Your Products. Make Your People Before You Make Your Products 285 296 .

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