HRM and IR in Multinational Corporations in Denmark: Uneasy Bedfellows?

Steen Erik Navrbjerg; Dana Minbaeva

doi:10.1080/09585190903087081

HRM and IR in Multinational Corporations in Denmark: Uneasy Bedfellows?

FAOS

Abstract

Når multinationale virksomheder opererer i forskellige lande, må man ved koordineringen og tilrettelæggelsen af personalepolitikken - eller HRM - tage højde for de lokale forhold. Som udgangspunkt sætter arbejdsmarkedsrelationerne i de enkelte lande rammerne for, hvilke former for HR et multinationalt selskab kan implementere. Men spørgsmålet er i stigende grad, om de stadigt stærkere multinationale selskaber kan ændre de eksisterende arbejdsmarkedsrelationer - direkte eller indirekte.

Artiklen belyser udviklingen i fire danske virksomheder over en 10-årig periode. Dette longitudinale studie viser, at ingen af de multinationale selskaber, som overtager danske virksomheder, søger at påvirke de lokale arbejdsmarkedsrelationer direkte. Men ved at bruge deres ledelsesret på måder, som adskiller sig fra de nordiske arbejdsmarkedsrelationer, påvirkes samarbejde og forhandling mellem ledelse og medarbejdere i datterselskaberne. Analysen viser, at særligt skiftet fra en stakeholder-tilgang til ledelse, hvor der tages hensyn til alle interessenter på virksomheden, til en shareholder-tilgang, hvor der primært tages hensyn til ejere og aktionærer, påvirker samarbejdsklimaet i den enkelte virksomhed.

Artiklen åbner dermed for en debat om, hvorvidt udenlandsk ejerskab og de anderledes ledelsesformer, som følger med, på sigt kan ændre samarbejdsforhold på virksomhederne og dermed også det kollektive aftalesystem, som vi kender det. Ikke mindst er det et afgørende spørgsmål, om det danske kollektive aftalesystem er gearet til nye ledelsesformer, der udfordrer et system med relativt stor grad af decentralisering.

Artikel i The International Journal of Human Resource Management, vol. 20, nr. 8, august 2009.

Originalsprog	Engelsk
Tidsskrift	International Journal of Human Resource Management
Vol/bind	20
Udgave nummer	8
Sider (fra-til)	1720-1736
Antal sider	17
ISSN	0958-5192
DOI	https://doi.org/10.1080/09585190903087081
Status	Udgivet - 2009

Emneord

Det Samfundsvidenskabelige Fakultet
Human Resource Management, Industrial Relations, Multinationale Viriksomheder, koordineret markedsøkonomi, liberal markedsøkonom, personalepoltik over grænser

Adgang til dokumentet

10.1080/09585190903087081

INTREPID - International Investigation of Transnationals' Employment Practices: an International Database (Ekstern organisation)
Navrbjerg, S. E. (Medlem)
1 jan. 2008 → 31 dec. 2017
Aktivitet: Medlemsskab - typer › Medlemskab af forskningsnetværk

Citationsformater

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title = "HRM and IR in Multinational Corporations in Denmark: Uneasy Bedfellows?",

abstract = "As multinational corporations operate in multiple countries, headquarters must take into account differences in local settings when seeking the means to coordinate and control subsidiaries. The local system of industrial relations sets the framework for what kind of human resource management a multinational corporation can implement. Yet another question is whether the still stronger multinationals can change the existing systems of industrial relations, directly or indirectly. The paper analyzes four Danish enterprises over a 10-year period. This longitudinal study shows that none of the multinationals directly try to interfere in local industrial relations. However, by exercising their management prerogative in a way that differs from the Northern European tradition of industrial relations, they do influence the cooperation between employers and employees. In particular, the results show, that a shift from a stakeholder to a shareholder management style and an increased degree of HQ control have an effect on the whole cooperative atmosphere in each of the companies. In the long run, they may affect the collective bargaining system as such.",

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author = "Navrbjerg, {Steen Erik} and Dana Minbaeva",

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AU - Navrbjerg, Steen Erik

AU - Minbaeva, Dana

PY - 2009

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N2 - As multinational corporations operate in multiple countries, headquarters must take into account differences in local settings when seeking the means to coordinate and control subsidiaries. The local system of industrial relations sets the framework for what kind of human resource management a multinational corporation can implement. Yet another question is whether the still stronger multinationals can change the existing systems of industrial relations, directly or indirectly. The paper analyzes four Danish enterprises over a 10-year period. This longitudinal study shows that none of the multinationals directly try to interfere in local industrial relations. However, by exercising their management prerogative in a way that differs from the Northern European tradition of industrial relations, they do influence the cooperation between employers and employees. In particular, the results show, that a shift from a stakeholder to a shareholder management style and an increased degree of HQ control have an effect on the whole cooperative atmosphere in each of the companies. In the long run, they may affect the collective bargaining system as such.

AB - As multinational corporations operate in multiple countries, headquarters must take into account differences in local settings when seeking the means to coordinate and control subsidiaries. The local system of industrial relations sets the framework for what kind of human resource management a multinational corporation can implement. Yet another question is whether the still stronger multinationals can change the existing systems of industrial relations, directly or indirectly. The paper analyzes four Danish enterprises over a 10-year period. This longitudinal study shows that none of the multinationals directly try to interfere in local industrial relations. However, by exercising their management prerogative in a way that differs from the Northern European tradition of industrial relations, they do influence the cooperation between employers and employees. In particular, the results show, that a shift from a stakeholder to a shareholder management style and an increased degree of HQ control have an effect on the whole cooperative atmosphere in each of the companies. In the long run, they may affect the collective bargaining system as such.

KW - Faculty of Social Sciences

KW - Human Resource Management, Industrial Relations, Multinationale Viriksomheder, koordineret markedsøkonomi, liberal markedsøkonom, personalepoltik over grænser

KW - HRM, IR, MNC's, Coordinated Market Economies, Liberal Market Economies

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JO - International Journal of Human Resource Management

JF - International Journal of Human Resource Management

IS - 8

ER -

HRM and IR in Multinational Corporations in Denmark: Uneasy Bedfellows?

Abstract

Emneord

Adgang til dokumentet

Fingeraftryk

Aktiviteter

INTREPID - International Investigation of Transnationals' Employment Practices: an International Database (Ekstern organisation)

Citationsformater