Country-of-origin effects, host-country effects, and the management of HR in multinationals: German companies in Britain and Spain

By A. Ferner, J. Quintanilla, M. Varul. 2001

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Multinationals and human resource management: between global convergence and national identity (2003, background): “In other words, as has been suggested elsewhere (Ferner et al., 2001), every national business system – even one as constrained as China’s – contains some degree of malleability and openness which may be exploited through appropriate firm-specific managerial strategies.”
Converging or diverging? A comparative analysis of trends in contingent employment practice in Europe over a decade (2006, background): “…may be more or less subject to forces of convergence or divergence (Lane, 1989; Rosenzweig and Nohria, 1994; Sparrow et al., 1994; Tregaskis, 1997; Ferner et al., 2001; O'Sullivan, 2001), and that the dynamic nature of these pressures requires analyses that take account of change over time…”
Business under adverse home country institutions: The case of international sanctions against Myanmar (2020, background): “…how institutions in host economies affect MNEs entering emerging economies, notably their entry strategies (Brouthers, 1995, 2002; Meyer et al., 2009), marketing strategies (Dawar & Chattopadhay, 2002) and human resource management practices (Ferner et al., 2001; Gooderham et al., 1999).”