Subsidiary responses to institutional duality: collective representation practices of US multinationals in Britain and Germany

Article


Muller-Camen, M., Tempel, A., Ferner, A. and Edwards, T. 2006. Subsidiary responses to institutional duality: collective representation practices of US multinationals in Britain and Germany. Human Relations. 59 (11), pp. 1543-1570. https://doi.org/10.1177/0018726706072863
TypeArticle
TitleSubsidiary responses to institutional duality: collective representation practices of US multinationals in Britain and Germany
AuthorsMuller-Camen, M., Tempel, A., Ferner, A. and Edwards, T.
Abstract

New institutionalist studies of human resource management in multinational companies argue that subsidiaries are faced with institutional duality-pressures to conform to parent company practices and to the local institutional environment in which they are based. To date, they have concentrated on how subsidiaries respond to parent company pressures. This article considers how subsidiary management responds to both parent company demands and host country pressures in trying to reconcile the challenges of institutional duality. It focuses on how such responses are shaped by the interdependence of subsidiary management with the parent company and the local environment. It does so by comparing case study evidence of collective representation practices in US-owned subsidiaries in Britain and Germany.

LanguageEnglish
JournalHuman Relations
ISSN0018-7267
Publication dates
Print01 Nov 2006
Publication process dates
Deposited28 Nov 2008
Output statusPublished
Digital Object Identifier (DOI)https://doi.org/10.1177/0018726706072863
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