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Dilemma Theory and Path to Cross-Cultural HRM Synergy within Multinational Firms

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dc.contributor.author Oppong, Nana Yaw
dc.date.accessioned 2023-10-13T09:38:24Z
dc.date.available 2023-10-13T09:38:24Z
dc.date.issued 2013
dc.identifier.issn 2224-8951
dc.identifier.uri http://hdl.handle.net/123456789/9421
dc.description.abstract Multinational companies (MNCs) have become the most significant players in world trade, with the world’s 100 largest MNCs now controlling approximately 20 per cent of global foreign assets. However, MNCs as they grow out of their national borders into foreign countries face a problem managing people because they often find themselves in a dilemma as to how to find equilibrium with regard to parent company’s HRM policies and practices and local environmental factors in the location of the subsidiary. In the face of the complexities and the problems associated with the dilemma, MNCs attempt to build synergy between the two extremes for an option beneficial to both subsidiary and parent company. The purpose of this paper is to assess how the central HRM problem is managed along the path to synergy building. The paper uses the dilemma theory as the main tool and predominantly popular and academic literature on MNCs HRM transfers for the assessment. Major contributions are the development of cycle of cross-border HRM dilemma; cross-border HRM transfer framework; and path to cross-border HRM synergy building. A key finding is that parent company has greater influence in the trade-off thereby advancing, to a greater extent, the global integration option of the dilemma en_US
dc.language.iso en en_US
dc.publisher International Affairs and Global Strategy en_US
dc.subject Cross-border HRM en_US
dc.subject Dilemma theory en_US
dc.subject Host country en_US
dc.subject HRM synergy en_US
dc.subject Multinational company en_US
dc.title Dilemma Theory and Path to Cross-Cultural HRM Synergy within Multinational Firms en_US
dc.type Article en_US


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