Multilevel HRM systems and intermediating variables in MNCs: longitudinal case study research in Middle Eastern settings
Issue Date
2013-09-02Subjects
HRM knowledge transferJordan
MNCs
organisational control
human resource management
knowledge transfer
Metadata
Show full item recordAbstract
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):234Publisher
Taylor & FrancisAdditional Links
http://www.tandfonline.com/doi/abs/10.1080/09585192.2013.826912Type
ArticleLanguage
enISSN
0958-51921466-4399
ae974a485f413a2113503eed53cd6c53
10.1080/09585192.2013.826912