Global challenges to replicating HR: The role of people, processes, and systems

TLDR

Global firms often struggle to replicate practices across culturally and geographically dispersed subsidiaries, partly because HRM practices are complex and context‑specific. The study develops a framework to help firms overcome practice‑replication challenges by aligning information systems, application processes, and people, and discusses managerial implications. The framework aligns information systems, application processes, and people to facilitate practice replication. Managerial alignment of formal processes and systems, together with informal alignment of people around shared objectives, enhances an MNC’s ability to replicate HR practices across subsidiaries. © 2009 Wiley Periodicals, Inc.

Abstract

Abstract Global firms often struggle to replicate practices among their culturally and geographically dispersed subsidiaries. Part of the reason for this is that certain practices, including human resource management (HRM) practices, are complex and context specific. In this study, we develop a framework to help identify how firms might overcome challenges of practice replication through alignment of information systems, application processes, and people. We find that managerial alignment of formal processes and systems, along with informal alignment of people (shared objectives), improve the capability of a multinational corporation (MNC) to replicate human resource practices across subsidiaries. We also discuss managerial implications. © 2009 Wiley Periodicals, Inc.