Human resource management practices in subsidiaries of Western multinational enterprises in Ghana: The interplay of standardisation and localisation

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dc.contributor.advisor Michailova, S en
dc.contributor.advisor Hutchings, K en
dc.contributor.author Azungah, Theophilus en
dc.date.accessioned 2018-03-04T23:27:20Z en
dc.date.issued 2017 en
dc.identifier.uri http://hdl.handle.net/2292/36985 en
dc.description.abstract Western multinational enterprises (MNEs) often face specific challenges when seeking to transfer their human resource management (HRM) practices to their operations in Ghana. The host context exhibits peculiar cultural and institutional environments, different from the West, and these pose significant challenges to the implementation of western-centric HRM practices. Within a diverse and complex context such as Ghana, corporate headquarters of MNEs seek to implement practices which are consistent with the practices that they use at home while host context institutions prefer to utilise local practices. This requires managing the interplay of standardisation and localisation of HRM practices in the host context. Despite the increasing presence of foreign subsidiaries in Ghana, the International Business literature has so far paid limited attention to transfer of HRM practices in relation to this country, and Africa more generally. In this thesis I explore how western MNEs apply their HRM practices in Ghana. In particular, using institutional theory, I investigate how the normative institutional distance between the home countries of western MNEs and Ghana as a host country influences the standardisation and localisation of HRM practices. I employ a qualitative multiple case study approach using semi-structured interviews with employees and managers in purposefully selected foreign subsidiaries in Ghana and triangulate interview data with document analysis. The results suggest that the normative institutional distance does have an influence on the standardisation and localisation of HRM practices. The interplay is as a result of negotiations between subsidiary managers in Ghana and unions/employee representatives and local Ghanaian stakeholders – chiefs and community leaders – with consideration given to both the goals of subsidiaries and the Ghanaian context. This thesis contributes to the theoretical scholarly debate over whether aspects of both localisation and standardisation are implementable concurrently and it explains methodologically how and why interplay occurs. Practical implications associated with my study involve MNEs making decisions about which practices to transfer and which not. Local companies can collaborate with subsidiaries of MNEs and learn innovative HRM practices. en
dc.publisher ResearchSpace@Auckland en
dc.relation.ispartof PhD Thesis - University of Auckland en
dc.relation.isreferencedby UoA99265065412602091 en
dc.rights Items in ResearchSpace are protected by copyright, with all rights reserved, unless otherwise indicated. Previously published items are made available in accordance with the copyright policy of the publisher. en
dc.rights.uri https://researchspace.auckland.ac.nz/docs/uoa-docs/rights.htm en
dc.title Human resource management practices in subsidiaries of Western multinational enterprises in Ghana: The interplay of standardisation and localisation en
dc.type Thesis en
thesis.degree.discipline International Business en
thesis.degree.grantor The University of Auckland en
thesis.degree.level Doctoral en
thesis.degree.name PhD en
dc.rights.holder Copyright: The author en
dc.rights.accessrights http://purl.org/eprint/accessRights/OpenAccess en
pubs.elements-id 728587 en
pubs.record-created-at-source-date 2018-03-05 en


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