Levels of e-HRM adoption in subsidiaries of a US multinational corporation: the mediating role of power, politics and institutions. (1st January 2013)

• Record Type: Journal Article
• Authors: Burbach, Ralf; Royle, Tony
• Is Part Of: European journal of international management. Volume 7:Number 4(2013)
• Page Start: 432
• Page End: 449
• Publication Date: 2013-01-01
• Subjects: US multinational corporation -- Germany -- Ireland -- e-HRM -- power -- politics -- micro-political relationships -- international management; Management -- Periodicals; Organizational behavior -- Periodicals; International business enterprises -- Management -- Periodicals; Globalization -- Periodicals; 658.005
• Languages: English
• ISSNs: 1751-6757

Abstract

Despite the purported advantages of electronic HRM (e-HRM) in assisting strategic decision making, few organisations appear to fully capitalise on e-HRM. This article explores the mediating role of power and politics on the levels of e-HRM utilisation in the German and Irish subsidiaries of a US multinational corporation (MNC). The research comprised 25 in-depth interviews with 15 key stakeholders in the case study firm. Key findings highlight that e-HRM adaptation in MNC subsidiaries is affected by the institutional contexts within which the organisation operates, as well as a set of micro-political and power relationships within the broader political structure of the MNC and as such are capable of curbing a multinational's capacity to disseminate human resource including e-HRM practices from the country of origin to its subsidiaries. In particular, resource power derived from strategic capabilities may be employed by subsidiary actors to shape the manner in which e-HRM is utilised.