000			02063nam a22002657a 4500
003			ZW-GwMSU
005			20210401130839.0
008			210401b ||||| |||| 00| 0 eng d
022			_a1034111
040			_aMSU _cMSU _erda
100	1		_aMaley Jane _eauthor
245	1	0	_aInternational human resource management structures and their effect on the Australian subsidiary/ _cJane Maley
264			_aLos Angeles: _bSage, _c2010
336			_2rdacontent _atext _btxt
337			_2rdamedia _aunmediated _bn
338			_2rdacarrier _avolume _bnc
440			_aAsia Pasific journal of human resources _vVolume 48 , number 1 ,
520			_aThis paper examines some aspects of the working experiences of the managing directors of Australian subsidiaries of European, UK and US multinational corporations in a sector of the healthcare industry. The study compares and contrasts the work experiences of two groups of subsidiary managers. One group reports into the multinational’s parent headquarters, while the other group reports into an Asia Pacific regional office. Evidence emerged from the study of a significant difference in the work experiences of the two groups of managers and suggests that a regional structure may not always be the optimal structure for the subsidiary. Key impediments to a successful regional structure seem to be attitudinal, because of cultural and language differences. This finding is in conflict with mainstream international human resource management research that maintains that a regional structure offers efficiency and contributes positively to globalisation through the process of value creation and enhancement. The paper goes on to address the need to provide an effective mechanism for improving the work experience and, in particular, the communication between inpatriate managers and their supervisors.
650	4		_aRegionalisation, _zAustralia
650	4		_aHeadquarter
650	4		_aInpatriate manager
700	1		_aKrama Robin _eauthor
856			_uhttps://doi.org/10.1177/1038411109355369
942			_2lcc _cJA
999			_c156432 _d156432