Local managers' values-based reactions to transfer of Western HRM practices: case studies in FDI and non-FDI companies in Poland
CEE workplace modernisation involves local managers implementing Western HRM practices supported by managerial learning. Effectiveness of transfer in post-1989 transition has been questioned in a view of legacy of socialism. This study explores local managers’ values-based reactions to transfer of p...
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| Format: | Thesis (University of Nottingham only) |
| Language: | English |
| Published: |
2010
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| Online Access: | https://eprints.nottingham.ac.uk/11547/ |
| _version_ | 1848791302077939712 |
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| author | Hines, Marie |
| author_facet | Hines, Marie |
| author_sort | Hines, Marie |
| building | Nottingham Research Data Repository |
| collection | Online Access |
| description | CEE workplace modernisation involves local managers implementing Western HRM practices supported by managerial learning. Effectiveness of transfer in post-1989 transition has been questioned in a view of legacy of socialism. This study explores local managers’ values-based reactions to transfer of practices in FDI and non-FDI companies in Poland between 2005 and 2008. It combines institutional and managerial learning approaches to examine transfer of practices. It compares the effects of neo-liberal, managerial-learning-emerging values, with the effects of external pressures of transition, socialism and historical- experience-based traditional values. The study uses qualitative case study method.
The thesis is divided into seven chapters, with Chapter 1 on the research question and the conceptual framework. Chapter 2 reviews organisational-level themes in literature, and Chapter 3 - contextual themes. Chapter 4 describes the study’s case study methodology based on semi-structured interviews, observations and documents. Chapters 5 to 7 include findings, discussion and conclusions. The study’s conclusions are that the effect of managerial learning is ambivalent and limited, because of effect of values. Individualism and competitiveness of HRM contrast with misattributed-to-socialism regional identity traits of egalitarianism and collectivism. In managerial learning, behavioural and cognitive change created unintended consequences of self-interest and passivity, thus becoming moderating factors. A mix of pre-existing and emerging values produces variation in reactions. Local managers’ support and institutionalisation of practices is limited because: - a) a small number of managers create distorted practices with negative outcomes for practice participants; b) a limited number of managers participate in transfer, or develop customised practices. The theoretical contribution of the study is an extension of managerial learning theory, and a proposed typology of variation in reactions. The contribution to management practice is empirical evidence for effectiveness of negotiated approach to transfer. On a wider level, the study contributes to a deeper understanding of CEE workplace modernisation. |
| first_indexed | 2025-11-14T18:26:21Z |
| format | Thesis (University of Nottingham only) |
| id | nottingham-11547 |
| institution | University of Nottingham Malaysia Campus |
| institution_category | Local University |
| language | English |
| last_indexed | 2025-11-14T18:26:21Z |
| publishDate | 2010 |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | nottingham-115472025-02-28T11:14:11Z https://eprints.nottingham.ac.uk/11547/ Local managers' values-based reactions to transfer of Western HRM practices: case studies in FDI and non-FDI companies in Poland Hines, Marie CEE workplace modernisation involves local managers implementing Western HRM practices supported by managerial learning. Effectiveness of transfer in post-1989 transition has been questioned in a view of legacy of socialism. This study explores local managers’ values-based reactions to transfer of practices in FDI and non-FDI companies in Poland between 2005 and 2008. It combines institutional and managerial learning approaches to examine transfer of practices. It compares the effects of neo-liberal, managerial-learning-emerging values, with the effects of external pressures of transition, socialism and historical- experience-based traditional values. The study uses qualitative case study method. The thesis is divided into seven chapters, with Chapter 1 on the research question and the conceptual framework. Chapter 2 reviews organisational-level themes in literature, and Chapter 3 - contextual themes. Chapter 4 describes the study’s case study methodology based on semi-structured interviews, observations and documents. Chapters 5 to 7 include findings, discussion and conclusions. The study’s conclusions are that the effect of managerial learning is ambivalent and limited, because of effect of values. Individualism and competitiveness of HRM contrast with misattributed-to-socialism regional identity traits of egalitarianism and collectivism. In managerial learning, behavioural and cognitive change created unintended consequences of self-interest and passivity, thus becoming moderating factors. A mix of pre-existing and emerging values produces variation in reactions. Local managers’ support and institutionalisation of practices is limited because: - a) a small number of managers create distorted practices with negative outcomes for practice participants; b) a limited number of managers participate in transfer, or develop customised practices. The theoretical contribution of the study is an extension of managerial learning theory, and a proposed typology of variation in reactions. The contribution to management practice is empirical evidence for effectiveness of negotiated approach to transfer. On a wider level, the study contributes to a deeper understanding of CEE workplace modernisation. 2010-07-14 Thesis (University of Nottingham only) NonPeerReviewed application/pdf en arr https://eprints.nottingham.ac.uk/11547/1/M.Hines.4045342.pdf Hines, Marie (2010) Local managers' values-based reactions to transfer of Western HRM practices: case studies in FDI and non-FDI companies in Poland. PhD thesis, University of Nottingham. |
| spellingShingle | Hines, Marie Local managers' values-based reactions to transfer of Western HRM practices: case studies in FDI and non-FDI companies in Poland |
| title | Local managers' values-based reactions to transfer of Western HRM practices: case studies in FDI and non-FDI companies in Poland |
| title_full | Local managers' values-based reactions to transfer of Western HRM practices: case studies in FDI and non-FDI companies in Poland |
| title_fullStr | Local managers' values-based reactions to transfer of Western HRM practices: case studies in FDI and non-FDI companies in Poland |
| title_full_unstemmed | Local managers' values-based reactions to transfer of Western HRM practices: case studies in FDI and non-FDI companies in Poland |
| title_short | Local managers' values-based reactions to transfer of Western HRM practices: case studies in FDI and non-FDI companies in Poland |
| title_sort | local managers' values-based reactions to transfer of western hrm practices: case studies in fdi and non-fdi companies in poland |
| url | https://eprints.nottingham.ac.uk/11547/ |