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American Multinationals in EuropeManaging Employment Relations Across National Borders$
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Phil Almond and Anthony Ferner

Print publication date: 2006

Print ISBN-13: 9780199274635

Published to Oxford Scholarship Online: September 2007

DOI: 10.1093/acprof:oso/9780199274635.001.0001

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PRINTED FROM OXFORD SCHOLARSHIP ONLINE (www.oxfordscholarship.com). (c) Copyright Oxford University Press, 2019. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in OSO for personal use. date: 14 November 2019

Centralization

Centralization

Chapter:
(p.197) 10 Centralization
Source:
American Multinationals in Europe
Author(s):

Anthony Ferner (Contributor Webpage)

Paddy Gunnigle

Javier Quintanilla

Hartmut Wächter

Tony Edwards

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199274635.003.0010

This chapter considers the balance between central control and subsidiary autonomy in HR policy and practice. US multinationals have been shown to centralize control of international HR policy compared with multinationals of other nationalities. This chapter examines the organizational processes whereby particular patterns of centralization or autonomy are maintained, and how such patterns evolve over time. In explaining the mechanisms that drive changes in the centralization-autonomy balance, the chapter highlights the ability of actors at different levels of the multinational to influence policy choices through the deployment of a variety of power resources; the latter includes the leverage that local managers derive from their expert knowledge of the distinctive constraints and possibilities of their host business system. The factors that explain differences in the balance of centralization and autonomy between different multinationals are also explored.

Keywords:   central control, subsidiary autonomy, US multinationals, international HR policy, power resources

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