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Human resource strategies for managing back-office employees in subsidiary operations: The case of two investment multinational banks in Tanzania
16 references·3 citing·40 second hop
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References

  • 1998Basics of qualitative research : techniques and procedures for developing grounded theory38,622 cited
  • 2003The great reversals: the politics of financial development in the twentieth century3,327 cited
  • 2002ADOPTION OF AN ORGANIZATIONAL PRACTICE BY SUBSIDIARIES OF MULTINATIONAL CORPORATIONS: INSTITUTIONAL AND RELATIONAL EFFECTS.2,682 cited
  • 2003Social Research Methods2,543 cited
  • 1981Manufacturing Consent: Changes in the Labor Process Under Monopoly Capitalism.2,080 cited
  • 1995Engineering Culture: Control and Commitment in a High-Tech Corporation.1,374 cited
  • 2001Global Business Regulation1,343 cited
  • 2000Stock Market Capitalism: Welfare Capitalism889 cited
  • 1981The New International Division of Labour888 cited
  • 1998The Discipline of Teams: The Control of Team-Based Industrial Work Through Electronic and Peer Surveillance794 cited
  • 1997Making markets: opportunism and restraint on Wall Street637 cited
  • 2003Extending the theory of the multinational enterprise: internalization and strategic management perspectives581 cited
  • 1992Transnational Management:Text, Cases, and Readings In Cross Border Management577 cited
  • 2004Institutional theory and the cross-national transfer of employment policy: the case of ‘workforce diversity’ in US multinationals388 cited

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  • 2001Edwards Revisited: Technical Control and Call Centres296 cited
  • 2001Country-of-origin effects, host-country effects, and the management of HR in multinationals: German companies in Britain and Spain240 cited
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    • 2017Internationalization of Chinese banking and financial institutions: a fuzzy-set analysis of the leader-TMT dynamics31 cited
    • 2015The impact of organizational culture on competitiveness, effectiveness and efficiency in Spanish-Moroccan international joint ventures22 cited
    • 2011Competitiveness, resources, and capabilities: empirical evidence from retail banking18 cited