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    Levels of e-HRM adoption in subsidiaries of a US multinational corporation: the mediating role of power, politics and institutions

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    Publication date
    2013
    Author
    Burbach, R.
    Royle, Tony
    Keyword
    Skills; Management development; Multinational corporations; Germany; Ireland; The Netherlands
    Peer-Reviewed
    Yes
    
    Metadata
    Show full item record
    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.
    URI
    http://hdl.handle.net/10454/6583
    Version
    No full-text available 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
    https://doi.org/10.1504/EJIM.2013.055281
    Type
    Article
    Collections
    Management and Law Publications

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