The relationship between ceremonial adoption of popular management practices and the motivation for practice adoption and diffusion in an American MNCFootnote
1. This article draws on the Irish node of an international study of employment relations and HRM in MNCs, co-ordinated by Professor Anthony Ferner. This study involves a large number of researchers from De Montfort University and King's College, London, UK, the Universities of Trier and Erfurt, Germany, IESE Business School, Spain and the University of Limerick, Ireland where it was led by Professor Paddy Gunnigle. The Irish study is supported by the University of Limerick Research Office, the Irish Research Council for the Humanities and Social Sciences and the Labour Relations Commission.

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

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