The Effect of Human Resource Management Practices on MNC Subsidiary Performance in Russia

By Carl F. Fey, Ingmar Björkman. 2000

307 citations recorded by the source corpus.

Subfields: Anthropology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/c2e0a3d27cd57a3fb8723acf1625cdbc286296aa

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Citations in the corpus

Probing theoretically into Central and Eastern Europe: transactions, resources, and institutions (2005, background): “, 2001), cross-cultural management in foreign-owned businesses (Child and Markóczy, 1993; Elenkov, 1998; Fey and Björkman, 2001; Michailova, 2002), and Probing theoretically into Central and Eastern Europe Klaus E Meyer and Mike W Peng 601”
Guest Editors' Introduction Strategy Research in Emerging Economies: Challenging the Conventional Wisdom* (2005, unknown): “…institutional distance affecting entry decisions, Delios and Henisz (2000) and Meyer (2001) on experience and capabilities in unfamiliar environments in emerging economies, Fey and Bjorkman (2001) on HRM practices in host countries, and Meyer (2004) on MNEs' spillover effects in emerging economies.”
Organizational Culture and Effectiveness: Can American Theory Be Applied in Russia? (2003, unknown): “Russians also appear to be highly motivated by development opportunities (Fey and Bjorkman, 2001; May, Bormann, Young, and Ledgerwood, 1998; Shekshnia, 1998).”
The Impact of Institutional and Human Resource Distance on International Entry Strategies (2009, background): “Existing human resource management practices, transferred to another context, may thus not achieve the same results (Fey and Björkman, 2001; Fey et al., 2009).”
The role of human capital philosophy in promoting firm innovativeness and performance: test of a causal model (2007, background): “…1997; Bacon and Blyton, 2001; Bae et al., 2003; Bae and Lawler, 2000; Bjorkman and Xiucheng, 2002; Boselie et al., 2003; Boxall and Steeneveld, 1999; Fey and Bjorkman, 2001; Gelade and Ivery, 2003; Guest et al., 2003; Guthrie, 2001; Huang, 1997; Huselid, 1995; Ichniowski et al., 1997; Lowe et al.,…”
HRM and performance: What's next? (2005, background): “- Boselie (2002) and Den Hartog and Verburg (2004) in the Netherlands; - Fey and Bjorkman (2001) in Russia;”
Opening the black box of the relationship between HRM practices and firm performance: A comparison of MNE subsidiaries in the USA, Finland, and Russia (2009, background): “…been based on US data (e.g., Arthur, 1994; Delery & Doty, 1996; Huselid, 1995; MacDuffie, 1995), but several studies also have been conducted using data from other countries (e.g., Bae & Lawler, 1998; Fey & Björkman, 2001; Guest, Michie, Conway, & Sheehan, 2003; Ngo, Turban, Lau, & Lui, 1998).”
Innovative human resource management and corporate performance in the context of economic liberalization in India (2008, methodology): “Control variables included in the data analysis were firm age and firm size (Bae and Lawler 2000; Fey and Bjorkman 2001; Katou and Budhwar 2006).”
How Does Human Resource Management Influence Organizational Outcomes? A Meta-analytic Investigation of Mediating Mechanisms (2012, background): “…Maes (2005) Selection, training Career management, compensation, performance management Participation Voluntary turnover Productivity Value added Fey and Björkman (2001) Training and development Pay and performance appraisal Information sharing and complaint resolution Overall financial…”
Organizational transformation in transition economies: resource-based and organizational learning perspectives (2003, background): “Managers thus developed considerable political networking skills, which continue to be valuable (Peng, 2001), but lack experience in managing in a market environment (Fey and Bjorkman, 2001; Lawrence and Vlachoutsicos, 1990; Pearce, 1991; Puffer et al., 1994).”
Human resource management practices and project success, a moderating role of Islamic Work Ethics in Pakistani project-based organizations (2015, result): “On similar grounds, an interesting finding as consequence of a study by Fey and Bjorkman (2001) narrates that HR practices are effective for all types of employees in an organization and accordingly impact the final outcome of an organization.”