Human resource management in US subsidiaries in Europe and Australia: centralisation or autonomy?

By Mark Fenton‐O'Creevy, P. Gooderham, Odd Nordhaug. 2008

173 citations recorded by the source corpus.

Subfields: Accounting, Organizational Behavior and Human Resource Management, Public Administration

View Paper: https://www.semanticscholar.org/paper/3f18028039f9d47a75e05bcc9b1830ddcaad2a8e

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

1. Shyh-Jer Chen
2. Pei-Chuan Wu
3. Heinz Tüselmann
4. F. McDonald
5. Jens Gammelgaard
6. Andreas Stephan
7. C. Dörrenbächer
8. A. Som

In Organizational Behavior and Human Resource Management

1. Shyh-Jer Chen
2. Pei-Chuan Wu
3. Heinz Tüselmann
4. F. McDonald
5. Jens Gammelgaard
6. Andreas Stephan
7. Johngseok Bae
8. C. Dörrenbächer

In Public Administration

1. Pei-Chuan Wu
2. Shyh-Jer Chen
3. C. Dörrenbächer

Citations in the corpus

• High-performance work systems in foreign subsidiaries of American multinationals: An institutional model (2011, background): “Fenton-O’Creevy et al. (2008) found that unionization strongly promotes local autonomy in subsidiary HR system development:”
• The impact of increases in subsidiary autonomy and network relationships on performance (2012, background): “Although the three host countries represent a cross-institutional setting (Fenton-O’Creevy et al., 2008) and variety of country sizes (Gammelgaard, McDonald, Tüselmann, Dörrenbächer, & Stephan, 2009), the sample restrictions mean that the generalizability of the conclusions to host locations…”