Organizational Practice Transfer within a Transnational Professional Service Firm: The Role of Leadership and Control

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Organizational Practice Transfer within a Transnational Professional Service Firm: The Role of Leadership and Control. / Klimkeit, Dirk; Reihlen, Markus.
in: The International Journal of Human Resource Management , Jahrgang 27, Nr. 8, 27.04.2016, S. 850-875.

Publikation: Beiträge in ZeitschriftenZeitschriftenaufsätzeForschungbegutachtet

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@article{adf8459c76004d6bbeb3fcc9eeef93a3,
title = "Organizational Practice Transfer within a Transnational Professional Service Firm: The Role of Leadership and Control",
abstract = "Most cross-border organizational practice transfer involves implementation challenges, yet key literature in this field largely overlooks the mediating role of the transfer coalition, which serves as a {\textquoteleft}bridge{\textquoteright} between headquarters and subsidiaries in transferring an organizational practice. By exploring an in-depth case study of a top-tier professional service firm, this study contributes to the literature on cross-border human resource management practice transfer. We show that the transfer coalition displayed activities that translated into two separate managerial roles – transfer leadership and control – that were practiced with quite different levels of commitment by different members and impacted the successful management of the transfer process. We propose two distinctive transfer coalition archetypes – the entrepreneurial and the ceremonial type – where the leadership and control roles were practiced quite differently and reached different levels of organizational practice adoption. Furthermore, we suggest practical implications for HR professionals in order to improve global leadership and control competence.",
keywords = "Management studies, organizational control, organizational practice transfer, professional service firms, transfer leadership, transnational corporations",
author = "Dirk Klimkeit and Markus Reihlen",
year = "2016",
month = apr,
day = "27",
doi = "10.1080/09585192.2015.1042899",
language = "English",
volume = "27",
pages = "850--875",
journal = "The International Journal of Human Resource Management ",
issn = "0958-5192",
publisher = "Routledge Taylor & Francis Group",
number = "8",

}

RIS

TY - JOUR

T1 - Organizational Practice Transfer within a Transnational Professional Service Firm

T2 - The Role of Leadership and Control

AU - Klimkeit, Dirk

AU - Reihlen, Markus

PY - 2016/4/27

Y1 - 2016/4/27

N2 - Most cross-border organizational practice transfer involves implementation challenges, yet key literature in this field largely overlooks the mediating role of the transfer coalition, which serves as a ‘bridge’ between headquarters and subsidiaries in transferring an organizational practice. By exploring an in-depth case study of a top-tier professional service firm, this study contributes to the literature on cross-border human resource management practice transfer. We show that the transfer coalition displayed activities that translated into two separate managerial roles – transfer leadership and control – that were practiced with quite different levels of commitment by different members and impacted the successful management of the transfer process. We propose two distinctive transfer coalition archetypes – the entrepreneurial and the ceremonial type – where the leadership and control roles were practiced quite differently and reached different levels of organizational practice adoption. Furthermore, we suggest practical implications for HR professionals in order to improve global leadership and control competence.

AB - Most cross-border organizational practice transfer involves implementation challenges, yet key literature in this field largely overlooks the mediating role of the transfer coalition, which serves as a ‘bridge’ between headquarters and subsidiaries in transferring an organizational practice. By exploring an in-depth case study of a top-tier professional service firm, this study contributes to the literature on cross-border human resource management practice transfer. We show that the transfer coalition displayed activities that translated into two separate managerial roles – transfer leadership and control – that were practiced with quite different levels of commitment by different members and impacted the successful management of the transfer process. We propose two distinctive transfer coalition archetypes – the entrepreneurial and the ceremonial type – where the leadership and control roles were practiced quite differently and reached different levels of organizational practice adoption. Furthermore, we suggest practical implications for HR professionals in order to improve global leadership and control competence.

KW - Management studies

KW - organizational control

KW - organizational practice transfer

KW - professional service firms

KW - transfer leadership

KW - transnational corporations

UR - http://www.scopus.com/inward/record.url?scp=84961199123&partnerID=8YFLogxK

U2 - 10.1080/09585192.2015.1042899

DO - 10.1080/09585192.2015.1042899

M3 - Journal articles

VL - 27

SP - 850

EP - 875

JO - The International Journal of Human Resource Management

JF - The International Journal of Human Resource Management

SN - 0958-5192

IS - 8

ER -

DOI