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Asia Pacific Journal of Human Resources
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Global integration and local responsiveness in multinational subsidiaries: Some strategy, structure, and human resource contingencies

David M. Brock

Ben-Gurion University, Beer-Sheva, Israel, dmb{at}bgu.ac.il

Ilene C. Siscovick

William M. Mercer Inc., Seattle, Washinton, USA

In this paper we analyze di ferent aspects of organization and management in multinational subsidiaries, and investigate some organization design premises in these contexts. We develop some theoretical arguments for linkages between strategy, structure, and aspects of human resource management. Data were collected from a sample of 259 multinational subsidiaries, mainly from the Asia-Pacific area. Our findings generally support the association of organizational and human resource contingencies with subsidiary e fectiveness in more localized than in more globalized situations. We conclude by discussing these findings and attempting to further the understanding of the management of multinational subsidiaries in the contemporary competitive environment.

Key Words: human resources • multinational • subsidiary • strategy

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Asia Pacific Journal of Human Resources, Vol. 45, No. 3, 353-373 (2007)
DOI: 10.1177/1038411107082278.
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This Article
Right arrow Abstract Freely available
Right arrow Free Full Text (Free PDF) Free
Right arrow Alert me when this article is cited
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Right arrow Similar articles in this journal
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Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Brock, D. M.
Right arrow Articles by Siscovick, I. C.
Right arrow Search for Related Content
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Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?