Abstract
This study advances our understanding of HRM within emerging market multinational enterprises (EM-MNEs) by examining the extent to, and mechanisms by, which Brazilian MNEs standardise or localise their performance management (PM) policies and practices, and the factors that influence their design and implementation. We explored these issues through qualitative case studies of three Brazilian MNEs. The analysis of interview data reveals a strong tendency for Brazilian MNEs to centralise and standardise their PM policies and practices. The key finding of this paper is that PM practices within Brazilian MNEs are not based on indigenous Brazilian practices, but, rather, are heavily influenced by global best practices. The findings are at odds with previous research, which suggests that EM-MNEs apply different HR practices in developed country subsidiaries and developing country subsidiaries. Also, contrary to expectations, our results indicate that institutional distance does not have a significant influence on the adaptation of PM practices at subsidiary level.
| Original language | English |
|---|---|
| Pages (from-to) | 876-905 |
| Number of pages | 30 |
| Journal | International Journal of Human Resource Management |
| Volume | 27 |
| Issue number | 8 |
| DOIs | |
| Publication status | Published - 27 Apr 2016 |
| Externally published | Yes |
Keywords
- emerging market
- HRM
- multinational enterprise
- performance management
- policy transfer
ASJC Scopus subject areas
- Strategy and Management
- Organizational Behavior and Human Resource Management
- Management of Technology and Innovation