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首页> 外文期刊>Journal of Business Research >The transfer of HRM practices from emerging Indian IT MNEs to their subsidiaries in Australia: The MNE diamond model
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The transfer of HRM practices from emerging Indian IT MNEs to their subsidiaries in Australia: The MNE diamond model

机译：人力资源管理实践从新兴印度IT跨国企业向澳大利亚子公司的转移：跨国企业钻石模型

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摘要

There is a growing body of literature on multinational enterprises (MNEs) and the extent to which they diffuse or transfer their human resource management (HRM) practices in foreign subsidiaries. Much of the research, however, examines the HRM practices of multinational enterprises from developed countries operating in developing countries rather than vice versa. This study investigates the transfer of HRM practices in Indian information technology MNEs with subsidiaries in Australia and draws on data collected through interviews with senior subsidiary managers. The findings indicate that contrary to what is suggested in the existing literature, Indian IT MNEs do not operate using a polycentric HR model but behave in a manner similar to Western MNEs. They adopt a hybridisation approach using headquarter(HQ)-local practices that merge home-country policies with locally responsive HRM practices to suit their Australian subsidiary context. This article discusses the implications of this finding for theory and practice in EMNEs.
机译：关于跨国企业（MNE）及其在国外子公司中传播或转移其人力资源管理（HRM）做法的程度的文献越来越多。但是，许多研究都研究了在发展中国家开展业务的发达国家跨国公司的人力资源管理实践，反之亦然。这项研究调查了印度信息技术跨国公司与澳大利亚子公司的人力资源管理实践的转移，并借鉴了通过与高级子公司经理的访谈收集的数据。研究结果表明，与现有文献相反，印度IT跨国公司并未使用多中心HR模型运作，但其行为方式与西方MNE相似。他们采用总部（HQ）-本地实践的混合方法，将母国政策与本地响应的HRM实践相结合，以适应其澳大利亚子公司的情况。本文讨论了这一发现对EMNE的理论和实践的意义。

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