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dc.contributor.authorGlover, Lindaen_US
dc.contributor.authorWilkinson, Adrianen_US
dc.date.accessioned2017-05-03T15:09:16Z
dc.date.available2017-05-03T15:09:16Z
dc.date.issued2007en_US
dc.date.modified2009-02-11T08:40:08Z
dc.identifier.issn09585192en_US
dc.identifier.urihttp://hdl.handle.net/10072/18848
dc.description.abstractThis article explores the factors that served to dislodge an espoused strategy of quality management with 'soft' HRM within a British subsidiary of a Korean owned multinational company. Accounts from British and Korean managers revealed competing sets of tensions at three levels: external organisational, intra-organisational and internal workplace. The case is important for a number of reasons. First, research on UK based subsidiaries tends to have focused upon American and Japanese owned companies, with less evidence from MNCs from later industrialised economies. Secondly, evidence suggests that MNCs from Korea, Taiwan and Singapore have been experimenting with western influenced high-performance work systems-but there is less evidence about how these are actually translated into the workplace. Thirdly, there is a growing literature that suggests that the transfer of management practices in MNCs can be partly understood as a 'negotiated process' (Ferner & Tempel, 2006), whereby organisational actors contest the meaning and function of such practices. This article offers further support for this contention and offers insights into how these processes affected day-to-day management of the workplace and undermined the espoused strategy .en_US
dc.description.peerreviewedYesen_US
dc.description.publicationstatusYesen_AU
dc.format.extent246680 bytes
dc.format.mimetypeapplication/pdf
dc.languageEnglishen_US
dc.language.isoen_AU
dc.publisherRoutledgeen_US
dc.publisher.placeOxford, UKen_US
dc.publisher.urihttp://www.tandf.co.uk/journals/routledge/09585192.htmlen_AU
dc.relation.ispartofstudentpublicationNen_AU
dc.relation.ispartofpagefrom1437en_US
dc.relation.ispartofpageto1455en_US
dc.relation.ispartofissue8en_US
dc.relation.ispartofjournalThe international journal of human resource managementen_US
dc.relation.ispartofvolume18en_US
dc.rights.retentionYen_AU
dc.subject.fieldofresearchcode350203en_US
dc.titleWorlds Colliding: The Translation of Modern Management Practices within UK based Subsidary of a Korean-owned MNCen_US
dc.typeJournal articleen_US
dc.type.descriptionC1 - Peer Reviewed (HERDC)en_US
dc.type.codeC - Journal Articlesen_US
gro.rights.copyrightCopyright 2007 Taylor & Francis. This is the author-manuscript version of the paper. Reproduced in accordance with the copyright policy of the publisher. Please refer to the journal link for access to the definitive, published version.en_AU
gro.date.issued2007
gro.hasfulltextFull Text


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