Use this URL to cite or link to this record in EThOS:
Title: HRM strategies and practices and emerging MNCs in the UK : the case of Taiwanese MNCs in the UK
Author: Chang, Yi Ying
Awarding Body: Loughborough University
Current Institution: Loughborough University
Date of Award: 2007
Availability of Full Text:
Access from EThOS:
HRM practices in foreign subsidiaries have been a subject of much attention in recent years. However, research on HRM practices by subsidiary of multinationals has so far focused largely on subsidiaries of western multinationals in western and or emerging economies. We have little knowledge concerning HRM practices of subsidiaries of multinationals from emerging economies III developed western countries. This research examines key factors influencing transferring process of HRM strategies and practices of Taiwanese MNCs in the UK. Two research phases were conducted to collect data through a snapshot survey of all 100 Taiwanese MNCs and four case study subsidiaries. Results of survey show that a blend of practices has been adopted by the subsidiaries, ranging from emulating home country practices, adapting host country practices, and a melange of home and host country practices. Evidences of the four case studies indicated that HQ's high controlling power and pull force from host country' cultural and institutional environments as well as working experiences and power held by actors within organisations are the main driving forces during the transferring process. This findings of this research support the convergence and divergence theory both in macro and micro levels. Moreover, this research rapports the arguments of literature on the evolution of international management in MNCs and that on the comparative study of national economic systems, called for by Westney (1999). Also, evidence revealed that nationally determined patterns of MNC behaviour is constant but diminishing - at time rapidly. Therefore, Taiwanese MNCs are the late corners for the internationalization production and employment, having seeking ways to accommodating to pressures from competitive international environment, borrowing more westernized HRM practices from pre-existing models of international operation. Keywords: Multinationals; Multiple HRM Strategies and Practices; Taiwan; UK; Emerging economies; Developed countries.
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID:  DOI: Not available