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Multinationals and human resource practices in Ireland: a rejection of the 'new conformance thesis'
11 references·16 citing·47 second hop
Multinationals and human resource practices in Ireland: a rejection of the 'new conformance thesis' (2001)Multinationals and human resource practic…Multinationals, national business systems and HRM: the enduring influence of national identity or a process of 'Anglo-Saxonization' (1998)Multinationals, national busi…Human resource and industrial relations practices of UK and US multinationals in Germany (1998)Human resource and industrial…Counterpoising Collectivism: Performance‐related Pay and Industrial Relations in Greenfield Sites (1998)Counterpoising Collectivism: …Changing industrial relations in Europe (1998)Changing industrial relations…Between Regime Fragmentation and Realignment: Irish Industrial Relations in the 1990s (1998)Between Regime Fragmentation …Avoidance strategies and the German system of co-determination (1998)Avoidance strategies and the …Pluralism in retreat? A comparison of Irish and multinational manufacturing companies (1997)Pluralism in retreat? A compa…Country of origin effects and HRM in multinational companies (1997)Country of origin effects and…How Different Are Human Resource Practices in Japanese “Transplants” in the United Kingdom? (1996)How Different Are Human Resou…Collectivism and the Management of Industrial Relations In Greenfield Sites (1995)Collectivism and the Manageme…The Japanization of British Industry: New Developments in the 1990s (1993)The Japanization of British I…Human resources analytics: A legitimacy process (2021)Human resources analytics: A …Miners, politics and institutional caryatids: Accounting for the transfer of HRM practices in the Brazilian multinational enterprise (2016)Miners, politics and institut…Global standardization or national differentiation of HRM practices in multinational companies? A comparison of multinationals in five countries (2016)Global standardization or nat…Claiming too much, delivering too little: testing some of Hofstede’s generalisations (2016)Claiming too much, delivering…Similarly different: a comparison of HRM practices in MNE subsidiaries and local firms in Turkey (2013)Similarly different: a compar…Recessionary bundles: HR practices in the I rish economic crisis (2013)Recessionary bundles: HR prac…Employee share ownership and profit sharing in different institutional contexts (2012)Employee share ownership and …Subtle but deadly? union avoidance through “double breasting” among multinational companies (2009)Subtle but deadly? union avoi…Between Boston and Berlin: American MNCs and the shifting contours of industrial relations in Ireland (2008)Between Boston and Berlin: Am…What drives adoption of innovative SHRM practices in Indian organizations? (2007)What drives adoption of innov…Union recognition and partnership at work: a new legitimacy for Irish trade unions? (2005)Union recognition and partner…The emerging approach to employee relations in German overseas affiliates: A role model for international operation? (2005)The emerging approach to empl…Convergence in human resource systems: A comparison of locally owned and MNC subsidiaries in Taiwan (2005)Convergence in human resource…A survey of employee relations practices and demographics of MNC chain and domestic luxury hotels in Australia (2005)A survey of employee relation…The role of the personnel/HR function in multinational companies (2001)The role of the personnel/HR …Human resource management in foreign-owned workplaces: evidence from Australia (2001)Human resource management in …HUMAN RESOURCE MANAGEMENT AND INDUSTRIAL RELATIONS[1] (1987)New perspectives on human resource management (1990)Developments in the Management of Human Resources (1994)Dynamics of Central Control and Subsidiary Autonomy in the Management of Human Resources: Case-Study Evidence from US MNCs in the UK (2004)As the Twig Is Bent: How Group Values Shape Emergent Task Interdependence in Groups (2005)American Multinationals in Europe (2006)Culture's Consequences: International Differences in Work-Related Values (1981)Firm Resources and Sustained Competitive Advantage (1991)Firm resources and sustained competitive advantage (2004)A High Performance Work Practices Taxonomy (2013)An Aspirational Framework for Strategic Human Resource Management (2013)An Aspirational Framework for Strategic Human Resource Management (2014)Transfer of Managers as a Coordination and Control Strategy in Multinational Organizations (1977)Competitive Advantage of Nations (1990)Determinants of Traditional Sustainability Reporting Versus Integrated Reporting. An Institutionalist Approach (2011)Effects of Green HRM Practices on Employee Workplace Green Behavior: The Role of Psychological Green Climate and Employee Green Values (2016)Culture's Consequences (2018)Do green HRM practices influence employees' environmental performance? (2020)The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)The Competitive Advantage of Nations (1991)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)The contested space of multinationals: Varieties of institutionalism, varieties of capitalism (2006)Institutional theory and MNC subsidiary HRM practices: evidence from a three-country study (2007)Is integrated reporting determined by a country's legal system? An exploratory study (2012)Human Resource Management (1995)Human Resource Management: Rhetorics and Realities (1995)The Transformation of American Industrial Relations. (1995)Unraveling Home and Host Country Effects: An Investigation of the HR Policies of an American Multinational in Four European Countries (2005)International Corporate Governance: A Review and Opportunities for Future Research (2019)Common method biases in behavioral research: A critical review of the literature and recommended remedies. (2003)A framework for comparative institutional research on HRM (2018)Actors, Structure, and Processes: A Review and Conceptualization of Global Work Integrating IB and HRM Research (2018)Informal institutions and international business: Toward an integrative research agenda (2022)Qualitative Data Analysis: An Expanded Sourcebook (1994)Case study research: design and methods (2011)HR analytics: An emerging field finding its place in the world alongside simmering ethical challenges (2022)Towards a process-oriented understanding of HR analytics: implementation and application (2022)Determinants of effective HR analytics Implementation: An In-Depth review and a dynamic framework for future research (2023)Accounting for organizational performance: The construction of the customer in the privatized water industry (1997)FDI and the labour market: a review of the evidence and policy implications (2000)Collective and individual improvement activities: the role of reward systems (2002)Reforming Early Retirement in Europe, Japan and the USA (2006)Meaning Structures in a Contested Issue Field: A Topographic Map of Shareholder Value in Austria (2010)Varieties of Capitalism: Trajectories of Liberalization and the New Politics of Social Solidarity (2012)The Flexible Developmental State: Globalization, Information Technology, and the “Celtic Tiger” (2000)Partisan Competition and Welfare State Retrenchment (2001)Post‐Industrial Pressures on the Mature Welfare States (2001)
this work references cited by second hop

References

  • 1998Changing industrial relations in Europe636 cited
  • 1997Country of origin effects and HRM in multinational companies525 cited
  • 1998Multinationals, national business systems and HRM: the enduring influence of national identity or a process of 'Anglo-Saxonization'353 cited
  • 1993The Japanization of British Industry: New Developments in the 1990s215 cited
  • 1998Human resource and industrial relations practices of UK and US multinationals in Germany136 cited
  • 1995Collectivism and the Management of Industrial Relations In Greenfield Sites79 cited
  • 1998Between Regime Fragmentation and Realignment: Irish Industrial Relations in the 1990s79 cited
  • 1998Avoidance strategies and the German system of co-determination77 cited
  • 1998Counterpoising Collectivism: Performance‐related Pay and Industrial Relations in Greenfield Sites72 cited
  • 1997Pluralism in retreat? A comparison of Irish and multinational manufacturing companies52 cited
  • 1996How Different Are Human Resource Practices in Japanese “Transplants” in the United Kingdom?45 cited

Cited by

  • 2016Global standardization or national differentiation of HRM practices in multinational companies? A comparison of multinationals in five countries100 cited
  • 2005Convergence in human resource systems: A comparison of locally owned and MNC subsidiaries in Taiwan85 cited

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2021
Human resources analytics: A legitimacy process
82 cited
  • 2013Recessionary bundles: HR practices in the I rish economic crisis74 cited
  • 2016Miners, politics and institutional caryatids: Accounting for the transfer of HRM practices in the Brazilian multinational enterprise69 cited
  • 2007What drives adoption of innovative SHRM practices in Indian organizations?66 cited
  • 2013Similarly different: a comparison of HRM practices in MNE subsidiaries and local firms in Turkey47 cited
  • 2001Human resource management in foreign-owned workplaces: evidence from Australia47 cited
  • 2008Between Boston and Berlin: American MNCs and the shifting contours of industrial relations in Ireland46 cited
  • 2005Union recognition and partnership at work: a new legitimacy for Irish trade unions?45 cited
  • 2005A survey of employee relations practices and demographics of MNC chain and domestic luxury hotels in Australia44 cited
  • 2009Subtle but deadly? union avoidance through “double breasting” among multinational companies41 cited
  • 2001The role of the personnel/HR function in multinational companies39 cited
  • 2016Claiming too much, delivering too little: testing some of Hofstede’s generalisations37 cited
  • 2012Employee share ownership and profit sharing in different institutional contexts36 cited
  • 2005The emerging approach to employee relations in German overseas affiliates: A role model for international operation?32 cited