Abstract
One of the major areas of study to have stimulated lively debate among analysts of the management of multinational companies is parent—subsidiary relations in general, and human resource management in particular. The study reported here is an attempt to contribute to this debate.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
Note
This chapter draws in part on the following article: Tayeb, M. (1998) ‘Transfer of HRM policies and practices across cultures: an American company in Scotland’, International Journal of Human Resource Management, 9, 2, pp. 332–58.
Editor information
Editors and Affiliations
Copyright information
© 1999 Academy of International Business, UK Chapter
About this chapter
Cite this chapter
Tayeb, M. (1999). Culture and HRM Strategies: The Case of an American Subsidiary in Scotland. In: Burton, F., Chapman, M., Cross, A. (eds) International Business Organization. The Academy of International Business. Palgrave Macmillan, London. https://doi.org/10.1057/9780230377851_8
Download citation
DOI: https://doi.org/10.1057/9780230377851_8
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-349-40801-6
Online ISBN: 978-0-230-37785-1
eBook Packages: Palgrave Business & Management CollectionBusiness and Management (R0)