Multinational management strategy and human resource decision making in the single European market

Article Abstract:

There has been considerable academic interest in the consequences of European integration for multinational companies and their subsidiaries, and the co-ordination and control of human resource decision making. Against the backdrop of this debate, this paper examines the impact of European integration on management organization and human resource decision making in 13 British multinational companies. Although there were partial moves towards the development of European managers, a European-wide approach to human resource matters was not yet a conspicuous feature of this sample of multinationals. The global preoccupations of the companies, as well as the persistence of national variations in consumer markets and modes of product regulation, were clearly major constraints on the emergence of European forms of corporate organization and underpinned the lack of enthusiasm for distinctively European approaches to employee management. (Reprinted by permission of the publisher.)

Management, International aspects, Subsidiary corporations, Subsidiaries, International business enterprises, Multinational corporations, Human resource management, European Union, Single European market

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Budget allocation in a UK university: contrasting periods of resource availability with resource scarcity

Article Abstract:

Determinants of variations in budget allocations in a British university are identified. The study uses a pooled database relating to two periods. One is of resource availability while the other period is of resource scarcity. As in prior research, the results over the two periods reveal that a very high proportion of budget allocations can be explained by a mixture of workload and power proxies. Nevertheless, analysis of the two periods shows that incremental budgeting, which was present during the resource-availability periood, was not replaced by extensive budgeting during the period of resource scarcity. It is also found that there were no material changes in the effect of power proxies on budget allocation after resource-availability levels are changed. Lastly, externally based power does not have more impact on resource allocation during the resource-scarcity period or less impact during the resource-availability impact.

Colleges & Universities, Colleges, Universities, and Professional Schools, United Kingdom, Finance, Universities and colleges, Schools, Education

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