HRM strategies and MNCs from emerging economies in the UK
Item TypeJournal Article
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HRM practices in foreign subsidiaries have been a subject of much attention in recent years. However, research on HRM practices by subsidiary of multinationals has so far focused largely on subsidiaries of western multinationals in western and or emerging economies. We have little knowledge concerning HRM practices of subsidiaries of multinationals from emerging economies in developed western countries. This study surveys HRM strategies and practices adopted by Taiwanese multinationals operating in the UK. Results show that a blend of practices has been adopted by the subsidiaries, ranging from emulating home country practices, adapting host country practices, and a melange of home and host country practices.