Multinationals and the process of post-entry HRM reform: evidence from three Jordanian case studies

2.50
Hdl Handle:
http://hdl.handle.net/10547/251006
Title:
Multinationals and the process of post-entry HRM reform: evidence from three Jordanian case studies
Authors:
Al-Husan, Faten Z. Baddar; James, Philip
Abstract:
Limited, in-depth, evidence exists as to the dynamics that underlay human resource reform in situations where multinationals acquire undertakings in developing countries on a basis short of full ownership. This article uses three case studies of human resource reform within privatised Jordanian undertakings acquired by French multinationals to shed further light on these dynamics. It concludes that the reforms introduced by the multinationals reflected their more general approaches to post-entry human resource reform, but that the pace and manner of change was influenced by local factors, including the influence that the Jordanian government was able to exert as a result of its continuing role in the ownership and management of the companies.
Citation:
Al-Husan, F.B., James, P. (2009) 'Multinationals and the process of post-entry HRM reform: Evidence from three Jordanian case studies' European Management Journal 27 (2):142-154
Publisher:
Elsevier
Journal:
European Management Journal
Issue Date:
Apr-2009
URI:
http://hdl.handle.net/10547/251006
DOI:
10.1016/j.emj.2008.06.003
Additional Links:
http://linkinghub.elsevier.com/retrieve/pii/S0263237308000832
Type:
Article
Language:
en
ISSN:
0263-2373
Appears in Collections:
Centre for Leadership Innovation (CLI)

Full metadata record

DC FieldValue Language
dc.contributor.authorAl-Husan, Faten Z. Baddaren_GB
dc.contributor.authorJames, Philipen_GB
dc.date.accessioned2012-11-05T15:05:28Zen
dc.date.available2012-11-05T15:05:28Zen
dc.date.issued2009-04en
dc.identifier.citationAl-Husan, F.B., James, P. (2009) 'Multinationals and the process of post-entry HRM reform: Evidence from three Jordanian case studies' European Management Journal 27 (2):142-154en_GB
dc.identifier.issn0263-2373en
dc.identifier.doi10.1016/j.emj.2008.06.003en
dc.identifier.urihttp://hdl.handle.net/10547/251006en
dc.description.abstractLimited, in-depth, evidence exists as to the dynamics that underlay human resource reform in situations where multinationals acquire undertakings in developing countries on a basis short of full ownership. This article uses three case studies of human resource reform within privatised Jordanian undertakings acquired by French multinationals to shed further light on these dynamics. It concludes that the reforms introduced by the multinationals reflected their more general approaches to post-entry human resource reform, but that the pace and manner of change was influenced by local factors, including the influence that the Jordanian government was able to exert as a result of its continuing role in the ownership and management of the companies.en_GB
dc.language.isoenen
dc.publisherElsevieren_GB
dc.relation.urlhttp://linkinghub.elsevier.com/retrieve/pii/S0263237308000832en_GB
dc.subjectmultinationalsen_GB
dc.subjecthuman resource managementen_GB
dc.subjectdeveloping countriesen_GB
dc.subjectJordanen_GB
dc.subjectprivatisationen_GB
dc.subjectpost-entry reformen_GB
dc.subjectjoint venturesen_GB
dc.titleMultinationals and the process of post-entry HRM reform: evidence from three Jordanian case studiesen
dc.typeArticleen
dc.identifier.journalEuropean Management Journalen_GB
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