The literature on ‘Anglo-Saxonization’, which holds that, irrespective of institutional context, United States (US) multinational corporations (MNCs) exert a homogenizing and standardizing process on overseas operations based on human resources (HR) policies and practices, is being challenged by arguments suggesting the predominance of local institutional isomorphic forces. This chapter utilizes evidence from overseas subsidiaries of a US MNC luxury hotel chain operating in both developed economies and the transitional periphery of the Caucasus and Central Asia regions. Through a triangulation approach, this research looks at similarity and diversity according to Whitley’s defining national features of employment and work relations. The research reveals that HR policies and practices implementation was affected not only by the national labour law and the educational system, but also, as in the case of transitional periphery contexts, the powerful social ties resulting from deeply rooted local clan systems. These findings suggest that, contrary to ‘Anglo-Saxonization’, US MNCs are ‘partially’ institutionally rooted international actors responding to pressures from varying institutional contexts. This chapter contributes to the growing strand of international business research related to the transitional periphery capitalist archetype.
Geoffrey Wood, Alexandros Psychogios, Leslie T. Szamosi and David G. Collings
This chapter develops understanding of how context influences human resource management (HRM). Exploring relevant institutional factors, the complementarities of regulatory features of an organisation’s environment are discussed. The authors highlight some of the most influential institutional approaches to understanding variations in HRM policy and practice, and draw out the implications of recent theoretical developments. The authors define the institutional context, particularly highlighting how this affects employee rights.