The Underpinnings of ‘Bureaucratic’ Control Systems: HRM in European Multinationals

By A. Ferner. 2000

171 citations recorded by the source corpus.

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In Public Administration

Citations in the corpus

Knowledge transfer and expatriation in multinational corporations: The role of disseminative capacity (2004, background): “More recently, observers of international coordination mechanisms have taken issue with the emphasis placed on control through formal organizational structures and systems of planning (Ferner, 2000).”
Global, national and local practices in multinational corporations: towards a sociopolitical framework (2006, background): “Even where MNCs have applied more traditional bureaucratic control practices, these have not worked automatically but have been underpinned by often informal political processes (Ferner, 2000).”
What are the consequences of initiative-taking in multinational subsidiaries? (2010, background): “And subsidiary managers, for their part, have some degrees of freedom in pushing back on formal requests and/or putting forward their own proposals, especially when they represent an important market or when they are responsible for significant-value-adding activities on behalf of the MNE (Asmussen,”
Knowledge sharing and subsidiary R&D mandate development: A matter of dual embeddedness (2014, background): “In such a situation, it is not e asy for headquarters to manage and control knowledg e development because of context specificity and info rmation deficiencies (Ferner, 2000).”
Dynamics of Central Control and Subsidiary Autonomy in the Management of Human Resources: Case-Study Evidence from US MNCs in the UK (2004, background): “Nonetheless, there are strong grounds for expecting the patterns described above: a basic premise of the research is that US MNCs are embedded in the assumptions, practices, and institutions of the American business model (for an extended discussion, see Ferner 2000a).”
The Social Construction of Contextual Rationalities in MNCs: An Anglo‐German Comparison of Subsidiary Choice* (2003, background): “The German NBS thus furnishes the local actors with power resources they can use to resist HQ plans (see also Ferner, 2000, p.537).”
Control of subsidiaries of MNCs from emerging economies in developed countries: the case of Taiwanese MNCs in the UK (2009, background): “However, a number of scholars (Lane 1989 ; Whitley 1994 ; Ferner and Quintanilla 1998 ; Legewie 2002 ; Harzing and Sorge 2003 ; Ferner 2003 ) has argued that personal control is also a distinctive feature of certain types of national business systems.”
Micro-politics and conflicts in multinational corporations: Current debates, re-framing, and contributions of this special issue (2006, background): “In one game the local managers act as " interpreters " of rules of the game, which are often developed elsewhere and transferred locally in the MNC (Ferner, 2000).”
Subsidiary responses to institutional duality: Collective representation practices of US multinationals in Britain and Germany (2006, background): “A number of authors drawing on the comparative institutionalist tradition identify subsidiary management knowledge of the local institutional environment as an important resource (see particularly Ferner, 2000b; Geppert et al., 2003; Kristensen & Zeitlin, 2005).”
Balancing subsidiary influence in the federative MNC: a business network view (2007, background): “environment (Ferner, 2000) and the national business culture of which the sub-unit forms a part (Ferner and Edwards, 1995) have been considered.”