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Lookup NU author(s): Dr Parth PatelORCiD
This is the authors' accepted manuscript of a conference proceedings (inc. abstract) that has been published in its final definitive form by Academy of Management , 2017.
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There is a growing literature on emerging market multinational enterprises and the extent to which they diffuse or transfer their HRM practices in foreign subsidiaries. Much of the research, however, has looked at understanding the HRM practices of MNEs from developed countries operating in developing countries. There is limited research and discussion regarding MNEs from emerging economies and the way they manage their HR practices in their subsidiaries in developed countries. This study investigates the transfer of HRM practices in Indian IT MNEs with subsidiaries in Australia and draws on data collected through multiple case studies with interviews from top directors and managers in their Australian subsidiaries. The findings reveal that emerging MNEs do not behave very differently from their Western counterparts and instead of relying on a polycentric HR model; they adopt a mix of ethnocentric and polycentric approach to international HRM that merges home-country policies with locally responsive practices. However, the majority of the HRM practices in the Australian subsidiaries originate from the parent-country operations in India with some modification to suit and fit into the Australian subsidiary context. Implications for theory and practice have been discussed.
Author(s): Patel P, Bhanugopan R
Publication type: Conference Proceedings (inc. Abstract)
Publication status: Published
Conference Name: 77th Annual Meeting of the Academy of Management (AOM)
Year of Conference: 2017
Online publication date: 30/11/2017
Acceptance date: 04/05/2017
Date deposited: 10/11/2018
Publisher: Academy of Management
URL: https://doi.org/10.5465/ambpp.2017.12370abstract
DOI: 10.5465/ambpp.2017.12370abstract
Series Title: At the Interface
