Human Resource Management Review
HUMRES-00366; No of Pages 18
Human Resource Management Review xxx (2010) xxx–xxx
Contents lists available at ScienceDirect
Human Resource Management Review j o u r n a l h o m e p a g e : w w w. e l s e v i e r. c o m / l o c a t e / h u m r e s
Hearing a different drummer? Convergence of human resource management in Europe — A longitudinal analysis
Wolfgang Mayrhofer a,⁎, Chris Brewster b, Michael J. Morley c,1, Johannes Ledolter d,2 a b c d
WU (Vienna University of Economics and Business), Althanstr. 51, A-1090 Wien, Austria University of Reading, PO Box 218, Whiteknights, Reading, RG6 6AA, UK Kemmy Business School, University of Limerick, Limerick, Ireland Department of Management Sciences, University of Iowa, S352 Pappajohn Building, Iowa City, IA 52242-1000, USA
a r t i c l e
Available online xxxx
i n f o
a b s t r a c t
In this paper we explore the notion of convergence in managerial practice as a result of globalization. Focused on convergence at the national level, we offer a more nuanced exposition of convergence than has been evident in previous literature and draw upon a study that empirically analyzes the development of HRM in larger private sector firms in 13 European countries between 1992 and 2004 to examine any evidence of human resource management practices becoming more alike. We find considerable evidence of directional similarity – practices increasing or decreasing in the same way across the countries – but no evidence of final convergence — countries becoming more alike in the way they manage people. The findings have important implications for theories of convergence, theories of HRM, and for practitioners in multinational corporations. © 2010 Elsevier Inc. All rights reserved.
Keywords: Convergence Longitudinal study Human resource management Europe
1. Introduction
If a man does not keep pace with his companions, perhaps it is because he hears a different drummer. Let him step to the music which he hears,
Human Resource Management Review xxx (2010) xxx–xxx
Contents lists available at ScienceDirect
Human Resource Management Review j o u r n a l h o m e p a g e : w w w. e l s e v i e r. c o m / l o c a t e / h u m r e s
Hearing a different drummer? Convergence of human resource management in Europe — A longitudinal analysis
Wolfgang Mayrhofer a,⁎, Chris Brewster b, Michael J. Morley c,1, Johannes Ledolter d,2 a b c d
WU (Vienna University of Economics and Business), Althanstr. 51, A-1090 Wien, Austria University of Reading, PO Box 218, Whiteknights, Reading, RG6 6AA, UK Kemmy Business School, University of Limerick, Limerick, Ireland Department of Management Sciences, University of Iowa, S352 Pappajohn Building, Iowa City, IA 52242-1000, USA
a r t i c l e
Available online xxxx
i n f o
a b s t r a c t
In this paper we explore the notion of convergence in managerial practice as a result of globalization. Focused on convergence at the national level, we offer a more nuanced exposition of convergence than has been evident in previous literature and draw upon a study that empirically analyzes the development of HRM in larger private sector firms in 13 European countries between 1992 and 2004 to examine any evidence of human resource management practices becoming more alike. We find considerable evidence of directional similarity – practices increasing or decreasing in the same way across the countries – but no evidence of final convergence — countries becoming more alike in the way they manage people. The findings have important implications for theories of convergence, theories of HRM, and for practitioners in multinational corporations. © 2010 Elsevier Inc. All rights reserved.
Keywords: Convergence Longitudinal study Human resource management Europe
1. Introduction
If a man does not keep pace with his companions, perhaps it is because he hears a different drummer. Let him step to the music which he hears,