Levels of e-HRM adoption in subsidiaries of a US multinational corporation: the mediating role of power, politics and institutions
Burbach, R. Royle, Tony
Burbach, R.
Royle, Tony
Publication Date
2013
End of Embargo
Supervisor
Rights
Peer-Reviewed
Yes
Open Access status
closedAccess
Accepted for publication
Institution
Department
Awarded
Embargo end date
Collections
Additional title
Abstract
Despite the purported advantages of electronic HRM (e-HRM) in assisting strategic decision making, few organisations appear to fully capitalise on e-HRM. This article explores the mediating role of power and politics on the levels of e-HRM utilisation in the German and Irish subsidiaries of a US multinational corporation (MNC). The research comprised 25 in-depth interviews with 15 key stakeholders in the case study firm. Key findings highlight that e-HRM adaptation in MNC subsidiaries is affected by the institutional contexts within which the organisation operates, as well as a set of micro-political and power relationships within the broader political structure of the MNC and as such are capable of curbing a multinational’s capacity to disseminate human resource including e-HRM practices from the country of origin to its subsidiaries. In particular, resource power derived from strategic capabilities may be employed by subsidiary actors to shape the manner in which e-HRM is utilised.
Version
No full-text in the repository
Citation
Burbach R and Royle T (2013) Talent Levels of e-HRM adoption in subsidiaries of a US multinational corporation: the mediating role of power, politics and institutions. European Journal of International Management. 7(4): 432–449.
Link to publisher’s version
Link to published version
Link to Version of Record
Type
Article