This article provides a more comprehensive description of the four influences framework than
does this chapter. It also illustrates the uses to which it can be put, in this case to analyse the
strengths of previous research in a particular area.
- • Ferner, A. (1997) ‘Country-of-origin Effects and HRM in Multinational Companies’,
Human Resource Management Journal, 7, 1, 19–37.
The sources of the impact that a multinational’s original business system on the orientation of
the company is detailed in this article. It also discusses a range of methodological problems in
researching this issue. - • Ortiz, L. (1998) ‘Unions’ Response to Teamwork: The Case of Opel Spain’,Industrial
Relations Journal, 29, 1, 42–57.
The case study of Opel in Spain and its attempts to introduce teamworking is covered briefly
in the chapter but a fuller account can be found in this article. It provides more detail on the
Spanish system of employment relations and the various motivations in supporting or oppos-
ing teamwork in the different groups within the organisation.
ACKNOWLEDGEMENTS
The four influences framework has been developed with Anthony Ferner and
has featured in a recent co-authored article (Edwards and Ferner, 2002). I am
grateful to Anthony for encouraging me to use the framework in this chapter.
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408 International Human Resource Management