The internationalisation of HRM through reverse transfer: two case studies of French multinationals in Scotland

Abstract

Building on existing studies of reverse transfer (RT) of HRM and work organisation practices, this article reports on an investigation of reverse transfer of HR practices within two French multinational companies operating in Scotland. The study identifies limited evidence of RT despite the firms' predisposing characteristics for RT. A number of factors inherent within the French national business system were found to create restrictions. In addition, France's history of fostering national champions presented resistance to the transfer of localised HR ideas to the domestic economy. Finally, and to a lesser degree, market relations within one of the subsidiary's locality were found to impede the RT of practices. The article discusses the theoretical implications for the conditions under which reverse transfer takes place.

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