Emerald Management Review:
The internationalisation of HRM through reverse transfer: two case studies of French multinationals in Scotland

Abstract:

Purpose - Studies the extent to which French multinationals with subsidiaries in the UK experienced the reverse transfer of human resource practices.

Design/methodology/approach - Presents two case studies of French multinationals operating in the UK - the firms being chosen because they showed characteristics that might be expected to encourage reverse transfer. Studies the human resource practices in the subsidiaries that were considered most difficult to reverse transfer to France's business system - management training, managerial career development and pay/performance management systems - assessing the extent to which reverse transfer occurred.

Findings - Identifies human resource practices in both UK subsidiaries that were transferred to France or to subsidiaries in other countries but underlines that these examples were few. Concludes that reverse transfer was not a mechanism that these companies used to internationalize their human resource practices from their UK subsidiaries. Identifies the institutional feature of the French business system and antagonism towards 'Americanized' business practices as being major impediments. Also highlights the potential of membership of an industry cluster to be a factor that inhibits reverse transfer. Research limitations/ implications - Describes the research methods and imitations, including the range of people interviewed.

Originality/value - Points out that no research on reverse transfer has focused on French firms.

Keywords:

Article Type:

Research paper

Reference:

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