Consequences of transnational strategies for IHRM practices.Evidence from German MNCs

This paper analyses the consequences of multinational corporations’ (MNCs) movetowards integrated transnational networks (ITNs) which leads to an increase in theinterdependency of organizational entities. We suggest that this increased interdependencyrequires new ways of coordination that change the nature of international human resourcemanagement (IHRM) practices in MNCs. In this paper, we present a framework that addressesthese effects and empirically test it using data from a questionnaire survey among 142 overseassubsidiaries of German MNCs. The findings suggest that shifts towards integrated transnationalnetworks have consequences for the use and design of a number of IHRM instruments. Weconclude by discussing the implications of our findings for IHRM practitioners and scholars...