Papers by Lourdes Susaeta
Social Science Research Network, 2013
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Observatorio de recursos humanos y relaciones laborales, 2010
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Social Science Research Network, 2008
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Industrial and Labor Relations Review, May 1, 2013
The authors use comparable data on employment practices in multinationals located in four countri... more The authors use comparable data on employment practices in multinationals located in four countries—Canada, Ireland, Spain, and the United Kingdom—to examine the question, How can we explain variation among national subsidiaries of MNCs in the extent and form of control on employment matters? In accounting for variation in both output and social control, the authors explore three potential influences: the functions of the national subsidiaries within the wider companies; the role of host country constraints; and the structures of the multinational, including the HR function. They examine the effect of each set of factors in the presence of the others, something that previous research has been unable to do, and show that each is a significant influence. Their study breaks new ground by investigating the functions of subsidiaries and the link with control.
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Cross Cultural Management: An International Journal, Jul 25, 2013
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Economistas, 2006
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Journal of Industrial Relations, Nov 1, 2008
Drawing on several theoretical perspectives, including institutionalism and strategic choice, thi... more Drawing on several theoretical perspectives, including institutionalism and strategic choice, this article examines the impact of home and host country national business systems on the diffusion of human resource management practices by American multinational corporations to their subsidiaries in Spain. Our evidence suggests that the tight control that American multinational corporations usually exert over their subsidiaries has recently increased. In most of the case studies, successful implementation of corporate human resource policies has mainly been achieved due to the degree of malleability and openness that characterized the Spanish business system. However, increased control also reflects the legitimacy given to managerial human resource practices originating in the USA and the willingness of host country managers to implement corporate policy. To this extent, it can be argued that subsidiary management plays a critical role in the configuration and implementation of human resource management and industrial relations policies and practices in multinational corporations.
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RePEc: Research Papers in Economics, 2010
... Author Info. Quintanilla Javier () Sánchez - Mangas Rocío Susaeta Lourdes Abstract. ... This ... more ... Author Info. Quintanilla Javier () Sánchez - Mangas Rocío Susaeta Lourdes Abstract. ... This page was last updated on 2011-7-14. This information is provided to you by IDEAS at the Economic Research Department of the Federal Reserve Bank of St. Louis using RePEc data. ...
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Harvard Deusto business review, 2021
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IESE Research Papers, 2013
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Page 1. Javier Quintanilla IESE Business School, Universidad de Navarra Rocío Sánchez-Mangas Univ... more Page 1. Javier Quintanilla IESE Business School, Universidad de Navarra Rocío Sánchez-Mangas Universidad Autónoma de Madrid Lourdes Susaeta IESE Business School y Universidad Complutense de Madrid Con la colaboración de María Jesús Belizón ...
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Proceedings - Academy of Management, 2016
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Universia Business Review, Nov 17, 2016
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Palgrave Macmillan UK eBooks, 2009
This chapter describes the evolution of HR practices in Spain, particularly the strategic managem... more This chapter describes the evolution of HR practices in Spain, particularly the strategic management of HR. Prompted by recent political, economic, and social change, we have seen considerable and growing interest in a more holistic and systematic view of developing individuals and their organizations. In this chapter, note that we refer to HR or HRM, which are terms used in the Spanish business community. However, our focus is on the developmental side of the HR function. Key to understanding Spain’s recent transformation is the cultural malleability of its business system (Dickman, 1999; Ferner et al, 2001; Muller-Camen et al., 2001; Quintanilla, 1998). The concept of malleability is synonymous with the notion of flexibility; that is, Spanish managers are very open to new and sophisticated “best practices” from afar.
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Papers by Lourdes Susaeta