Organizational Practice Transfer within a Transnational Professional Service Firm: The Role of Leadership and Control
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In: The International Journal of Human Resource Management , Vol. 27, No. 8, 27.04.2016, p. 850-875.
Research output: Journal contributions › Journal articles › Research › peer-review
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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 -