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Performance management practices within emerging market multinational enterprises: the case of Brazilian multinationals

Mellahi, Kamel, Frynas, Jedrzej George and Collings, David G. orcid logoORCID: 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
Item Type:Article (Published)
Uncontrolled Keywords:Performance Management; Emerging Market; Multinational Enterprise; Policy Transfer; HRM
DCU Faculties and Centres:DCU Faculties and Schools > DCU Business School
Publisher:Taylor & Francis
Official URL:http://dx.doi.org/10.1080/09585192.2015.1042900
Copyright Information:© 2016 Taylor & Francis
Use License:This item is licensed under a Creative Commons Attribution-NonCommercial-Share Alike 3.0 License. View License
ID Code:22857
Deposited On:10 Dec 2018 14:43 by Thomas Murtagh . Last Modified 10 Dec 2018 14:43

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