Multilevel HRM systems and intermediating variables in MNCs: longitudinal case study research in Middle Eastern settings

2.50
Hdl Handle:
http://hdl.handle.net/10547/594464
Title:
Multilevel HRM systems and intermediating variables in MNCs: longitudinal case study research in Middle Eastern settings
Authors:
AL-Husan, Faten Baddar; AL-Hussan, Fawaz Baddar; Perkins, Stephen J.
Abstract:
This paper uses longitudinal case studies of HR reform within privatised Jordanian undertakings, with French parent companies, to analyse HRM knowledge transfer across geographical and ‘psychic’ boundaries, following business acquisitions in an emerging Middle Eastern economy. It does this by paying attention to organisational information and control mechanisms utilised by multinational companies (MNCs). The findings indicate that, when working across transcultural settings, MNC managers who pay attention to the intermediating influences of how the parties build common understanding and learn to work together affect the success of inter-unit knowledge transfer.
Citation:
AL-Husan, F.B., AL-Hussan, F.B., Perkins, S.J. (2013) 'Multilevel HRM systems and intermediating variables in MNCs: longitudinal case study research in Middle Eastern settings' The International Journal of Human Resource Management 25 (2):234
Publisher:
Taylor & Francis
Journal:
The International Journal of Human Resource Management
Issue Date:
2-Sep-2013
URI:
http://hdl.handle.net/10547/594464
DOI:
10.1080/09585192.2013.826912
Additional Links:
http://www.tandfonline.com/doi/abs/10.1080/09585192.2013.826912
Type:
Article
Language:
en
ISSN:
0958-5192; 1466-4399
Appears in Collections:
Business and Information Systems Research Centre (BISC)

Full metadata record

DC FieldValue Language
dc.contributor.authorAL-Husan, Faten Baddaren
dc.contributor.authorAL-Hussan, Fawaz Baddaren
dc.contributor.authorPerkins, Stephen J.en
dc.date.accessioned2016-01-21T10:04:33Zen
dc.date.available2016-01-21T10:04:33Zen
dc.date.issued2013-09-02en
dc.identifier.citationAL-Husan, F.B., AL-Hussan, F.B., Perkins, S.J. (2013) 'Multilevel HRM systems and intermediating variables in MNCs: longitudinal case study research in Middle Eastern settings' The International Journal of Human Resource Management 25 (2):234en
dc.identifier.issn0958-5192en
dc.identifier.issn1466-4399en
dc.identifier.doi10.1080/09585192.2013.826912en
dc.identifier.urihttp://hdl.handle.net/10547/594464en
dc.description.abstractThis paper uses longitudinal case studies of HR reform within privatised Jordanian undertakings, with French parent companies, to analyse HRM knowledge transfer across geographical and ‘psychic’ boundaries, following business acquisitions in an emerging Middle Eastern economy. It does this by paying attention to organisational information and control mechanisms utilised by multinational companies (MNCs). The findings indicate that, when working across transcultural settings, MNC managers who pay attention to the intermediating influences of how the parties build common understanding and learn to work together affect the success of inter-unit knowledge transfer.en
dc.language.isoenen
dc.publisherTaylor & Francisen
dc.relation.urlhttp://www.tandfonline.com/doi/abs/10.1080/09585192.2013.826912en
dc.rightsArchived with thanks to The International Journal of Human Resource Managementen
dc.subjectHRM knowledge transferen
dc.subjectJordanen
dc.subjectMNCsen
dc.subjectorganisational controlen
dc.subjecthuman resource managementen
dc.subjectknowledge transferen
dc.titleMultilevel HRM systems and intermediating variables in MNCs: longitudinal case study research in Middle Eastern settingsen
dc.typeArticleen
dc.identifier.journalThe International Journal of Human Resource Managementen
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