To read this content please select one of the options below:

Exploring standardisation and knowledge networking processes in transnational human resource management

Michael Dickmann (Cranfield School of Management, Cranfield University, Cranfield, UK)
Michael Müller‐Camen (Middlesex University Business School, London, UK)
Clare Kelliher (Cranfield School of Management, Cranfield University, Cranfield, UK)

Personnel Review

ISSN: 0048-3486

Article publication date: 1 January 2009

4384

Abstract

Purpose

It is argued that a key step in becoming a “transnational” company is to implement transnational HRM (THRM). However, what is meant by THRM and how can it be assessed? The purpose of this paper is to develop the characteristics of THRM along two dimensions: standardisation and knowledge networking, in contrast to many existing studies which focus on IHRM strategies and structures. Standardisation and knowledge networking are to be examined at both the meta and operational levels.

Design/methodology/approach

The paper is based on two case studies of major German MNCs, both with significant operations in Spain and the UK. Data were collected by means of semi‐structured interviews with senior managers, HR managers and labour representatives.

Findings

The findings show that THRM can be operationalised using knowledge networking and standardisation on a meta level, in terms of principles, and at an operational level in terms of practices. The two firms show differences in the process and intensity of HR knowledge networking which have implications for the level of standardisation, local autonomy and innovation capabilities. The findings also suggests that THRM is more about processes than outcomes.

Research limitations/implications

A limitation of this study is that the cases were only drawn from Western Europe. The patterns of THRM structures and processes may differ significantly in MNCs from other regions.

Originality/value

This paper extends existing research by exploring international HR beyond strategies and structures and focuses on communication and coordination processes. It advocates a refined view of the transnational firm.

Keywords

Citation

Dickmann, M., Müller‐Camen, M. and Kelliher, C. (2009), "Exploring standardisation and knowledge networking processes in transnational human resource management", Personnel Review, Vol. 38 No. 1, pp. 5-25. https://doi.org/10.1108/00483480910920688

Publisher

:

Emerald Group Publishing Limited

Copyright © 2009, Emerald Group Publishing Limited

Related articles