The Janus Faces of IHRM in Russian MNEs

Tatiana Andreeva, Marion Festing, Dana Minbaeva, Maral Muratbekova-Touron

    Research output: Contribution to journalJournal articleResearchpeer-review

    Abstract

    This article analyzes variations in the international human resource management ( IHRM) approaches of Russian multinational enterprises ( MNEs) in the contexts of developed and developing countries. The data were gathered through interviews conducted at the headquarters of Russian MNEs and at their subsidiaries in developed and developing countries. The results indicate that Russian MNEs adopt HRM practices of Western origin. However, these MNEs differ radically in their choices of IHRM approaches. Many of these differences depend on the countries these MNEs target in their international expansion. In developing countries that belong to Commonwealth of Independent States ( CIS, regional block of countries that were former Soviet republics), the IHRM approaches adopted by Russian MNEs typically reflect a feeling of superiority. However, in developed countries and in non- CIS developing countries, Russian MNEs actively promote a mix of global best practices and local HRM practices. We do not find any instances of the reverse transfer of management practices from subsidiaries in developed countries to the MNEs' headquarters or any examples of cross-pollination among subsidiaries.
    Original languageEnglish
    JournalHuman Resource Management
    Volume53
    Issue number6
    Pages (from-to)967-986
    ISSN0090-4848
    DOIs
    Publication statusPublished - 2014

    Cite this

    Andreeva, T., Festing, M., Minbaeva, D., & Muratbekova-Touron, M. (2014). The Janus Faces of IHRM in Russian MNEs. Human Resource Management, 53(6), 967-986. https://doi.org/10.1002/hrm.21615
    Andreeva, Tatiana ; Festing, Marion ; Minbaeva, Dana ; Muratbekova-Touron, Maral. / The Janus Faces of IHRM in Russian MNEs. In: Human Resource Management. 2014 ; Vol. 53, No. 6. pp. 967-986.
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    abstract = "This article analyzes variations in the international human resource management ( IHRM) approaches of Russian multinational enterprises ( MNEs) in the contexts of developed and developing countries. The data were gathered through interviews conducted at the headquarters of Russian MNEs and at their subsidiaries in developed and developing countries. The results indicate that Russian MNEs adopt HRM practices of Western origin. However, these MNEs differ radically in their choices of IHRM approaches. Many of these differences depend on the countries these MNEs target in their international expansion. In developing countries that belong to Commonwealth of Independent States ( CIS, regional block of countries that were former Soviet republics), the IHRM approaches adopted by Russian MNEs typically reflect a feeling of superiority. However, in developed countries and in non- CIS developing countries, Russian MNEs actively promote a mix of global best practices and local HRM practices. We do not find any instances of the reverse transfer of management practices from subsidiaries in developed countries to the MNEs' headquarters or any examples of cross-pollination among subsidiaries.",
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    Andreeva, T, Festing, M, Minbaeva, D & Muratbekova-Touron, M 2014, 'The Janus Faces of IHRM in Russian MNEs', Human Resource Management, vol. 53, no. 6, pp. 967-986. https://doi.org/10.1002/hrm.21615

    The Janus Faces of IHRM in Russian MNEs. / Andreeva, Tatiana; Festing, Marion; Minbaeva, Dana; Muratbekova-Touron, Maral.

    In: Human Resource Management, Vol. 53, No. 6, 2014, p. 967-986.

    Research output: Contribution to journalJournal articleResearchpeer-review

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    AU - Minbaeva, Dana

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    N2 - This article analyzes variations in the international human resource management ( IHRM) approaches of Russian multinational enterprises ( MNEs) in the contexts of developed and developing countries. The data were gathered through interviews conducted at the headquarters of Russian MNEs and at their subsidiaries in developed and developing countries. The results indicate that Russian MNEs adopt HRM practices of Western origin. However, these MNEs differ radically in their choices of IHRM approaches. Many of these differences depend on the countries these MNEs target in their international expansion. In developing countries that belong to Commonwealth of Independent States ( CIS, regional block of countries that were former Soviet republics), the IHRM approaches adopted by Russian MNEs typically reflect a feeling of superiority. However, in developed countries and in non- CIS developing countries, Russian MNEs actively promote a mix of global best practices and local HRM practices. We do not find any instances of the reverse transfer of management practices from subsidiaries in developed countries to the MNEs' headquarters or any examples of cross-pollination among subsidiaries.

    AB - This article analyzes variations in the international human resource management ( IHRM) approaches of Russian multinational enterprises ( MNEs) in the contexts of developed and developing countries. The data were gathered through interviews conducted at the headquarters of Russian MNEs and at their subsidiaries in developed and developing countries. The results indicate that Russian MNEs adopt HRM practices of Western origin. However, these MNEs differ radically in their choices of IHRM approaches. Many of these differences depend on the countries these MNEs target in their international expansion. In developing countries that belong to Commonwealth of Independent States ( CIS, regional block of countries that were former Soviet republics), the IHRM approaches adopted by Russian MNEs typically reflect a feeling of superiority. However, in developed countries and in non- CIS developing countries, Russian MNEs actively promote a mix of global best practices and local HRM practices. We do not find any instances of the reverse transfer of management practices from subsidiaries in developed countries to the MNEs' headquarters or any examples of cross-pollination among subsidiaries.

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