Performance management practices within emerging market
multinational enterprises: the case of Brazilian multinationals
Mellahi, Kamel, Frynas, Jedrzej George and Collings, David G.ORCID: 0000-0003-1252-7080
(2015)
Performance management practices within emerging market
multinational enterprises: the case of Brazilian multinationals.
International Journal of Human Resource Management, 27
(8).
pp. 876-905.
ISSN 0958-5192
This study advances our understanding of HRM within EM-MNEs by examining the extent to,
and mechanism by, which Brazilian MNEs standardize or localise their performance
management (PM) policies and practices, and the factors that influence their design and
implementation. We explored these issues through qualitative case studies of three Brazilian
MNEs. The analysis of interview data reveals a strong tendency for Brazilian MNEs to
centralise and standardise their PM policies and practices. The key finding of this paper is that
PM practices within Brazilian MNEs are not based on indigenous Brazilian practices, but rather,
are heavily influenced by global best practices. The findings are at odds with previous research,
which suggests that EM-MNEs apply different HR practices in developed country subsidiaries
and developing country subsidiaries. Also, contrary to expectations, our results indicate that
institutional distance does not have a significant influence on the adaptation of PM practices at
subsidiary level