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Global challenges to replicating HR: The role of people, processes, and systems
Author(s) -
Morris Shad S.,
Wright Patrick M.,
Trevor Jonathan,
Stiles Philip,
Stahl Günter K.,
Snell Scott,
Paauwe Jaap,
Farndale Elaine
Publication year - 2009
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/hrm.20325
Subject(s) - multinational corporation , subsidiary , human resource management , context (archaeology) , business , knowledge management , replication (statistics) , human resources , replicate , process management , management , computer science , economics , paleontology , statistics , mathematics , finance , biology
Abstract Global firms often struggle to replicate practices among their culturally and geographically dispersed subsidiaries. Part of the reason for this is that certain practices, including human resource management (HRM) practices, are complex and context specific. In this study, we develop a framework to help identify how firms might overcome challenges of practice replication through alignment of information systems, application processes, and people. We find that managerial alignment of formal processes and systems, along with informal alignment of people (shared objectives), improve the capability of a multinational corporation (MNC) to replicate human resource practices across subsidiaries. We also discuss managerial implications. © 2009 Wiley Periodicals, Inc.