actors’ values and other predispositions. And if people had absorbed societal
analysis properly, they would have known how to form realistic expectations
about how and why divergence or convergence were occurring. In conclusion
the following didactic statement is intended to encourage reflection and
analysis on the concepts developed in this chapter:
The extent to which any novel practice or protocol (technical, social, economic or
political) is diffused and applied in a societal (institutional and cultural) context in
which it did not originate, is a function of its mutual adaptation with regard to prac-
tices that predate its introduction.
This chapter has focused on institutionalist approaches to explain differ-
ences in HRM practices across countries. In the next chapter, we will focus on
culturalist approaches that attempt to do the same.
6 DISCUSSION QUESTIONS
1 Go back to Chapter 2 and recall combinations of global integration and local
responsiveness in multinationals. Discuss how multinationals pursuing different
internationalization strategies will or should deal with nationally diverse institu-
tions of organizing and building human resources.
2 A company asks you to provide consultancy on essential points to bear in mind
when trying to establish subsidiaries in the different business systems put for-
ward by Whitley. Make a checklist and provide recommendations.
3 Discuss the following statement: To maximize value for shareholders, it pays to
impose cutting-edge technology, organization and HRM practices in a uniform
way across all subsidiaries in different countries.
7 FURTHER READING
- • Hickson, D.J. and Pugh, D.S. (2001) Management worldwide: Distinctive styles amid
globalization. London: Penguin.
An accessible introduction to management and organization in many major countries, their
cultural and institutional particularities; also contains useful further references to country
monographs and comparisons. - • Crouch, C. and Streeck, W. (eds.) (1997) Political economy of modern capitalism.
London, Thousand Oaks and New Delhi: Sage.
138 International Human Resource Management