Multinationals and the process of post-entry HRM reform: evidence from three Jordanian case studies
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Issue Date
2009-04Subjects
multinationalshuman resource management
developing countries
Jordan
privatisation
post-entry reform
joint ventures
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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):142-154Publisher
ElsevierJournal
European Management JournalAdditional Links
http://linkinghub.elsevier.com/retrieve/pii/S0263237308000832Type
ArticleLanguage
enISSN
0263-2373ae974a485f413a2113503eed53cd6c53
10.1016/j.emj.2008.06.003