International transfer of employee-oriented CSR practices by multinational SME’s

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Samenvatting

Will multinational SMEs use internationalisation to achieve labour cost savings at the expense of employees both in their home country and abroad or will they transfer their existing employee-oriented practices to their foreign subsidiaries? This paper argues that the answer to this question is affected by: (1) the salience of employees at home as well as abroad to management; (2) the type of employee-relations arrangements in use within the company; (3) the capability to develop and use high-performance human resource instruments for employee-oriented CSR practices; (4) the capability to adapt the type and design of high-performance human resource instruments to the local institutional environment; (5) the extent to which the multinational SME possesses institutional capital. Multinational SMEs with slack resources, a high degree of institutional capital, and to which employees are highly salient, are most likely to transfer employee-oriented CSR practices abroad and to do so successfully.
Originele taal-2English
Aantal pagina's35
DOI's
StatusPublished - 2009
EvenementUnderstanding Small Enterprises (USE) Conference 2009 - Elsinore, Denmark
Duur: 20 okt 200923 okt 2009
http://use2009.dk/

Conference

ConferenceUnderstanding Small Enterprises (USE) Conference 2009
Verkorte titelUSE 2009
LandDenmark
StadElsinore
Periode20/10/0923/10/09
Internet adres

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Keywords

  • multinationals
  • maatschappelijk verantwoord ondernemen
  • arbeidsverhoudingen
  • organisatieverandering
  • perspectief belanghebbenden
  • Value050
  • internationale uitwisseling

Citeer dit

de Jong, D. J. (2009). International transfer of employee-oriented CSR practices by multinational SME’s. Paper gepresenteerd op Understanding Small Enterprises (USE) Conference 2009, Elsinore, Denmark. https://doi.org/10.1108/17538351111143303