Peter Butler, David Collings, René Peters, and Javier Quintanilla
- Published in print:
- 2006
- Published Online:
- September 2007
- ISBN:
- 9780199274635
- eISBN:
- 9780191706530
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780199274635.003.0009
- Subject:
- Business and Management, HRM / IR
This chapter sheds light on the nature of managerial resourcing in US multinationals. Hitherto there has been a strong reliance on the use of internal labour markets (ILMs) as the principal means of ...
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This chapter sheds light on the nature of managerial resourcing in US multinationals. Hitherto there has been a strong reliance on the use of internal labour markets (ILMs) as the principal means of sourcing managerial talent. In several instances, however, enhanced competition has triggered the necessity for the rapid importation of new skill sets eroding the primacy of ILMs. Over and above such supply side change, some organizations were similarly moving away from seniority based promotion towards a more meritocratic model, less sheltered from the vicissitudes of market pressures. Consistent with the theoretical focus of this volume, it is nevertheless demonstrated that headquarters did not have a totally free hand. The partial dismantling of ILMs was subject to local constraints and contestation, giving rise to new and significant tensions. More specifically, the emphasis upon tight performance standards was often met with stiff opposition suggesting local norms remain influential.Less
This chapter sheds light on the nature of managerial resourcing in US multinationals. Hitherto there has been a strong reliance on the use of internal labour markets (ILMs) as the principal means of sourcing managerial talent. In several instances, however, enhanced competition has triggered the necessity for the rapid importation of new skill sets eroding the primacy of ILMs. Over and above such supply side change, some organizations were similarly moving away from seniority based promotion towards a more meritocratic model, less sheltered from the vicissitudes of market pressures. Consistent with the theoretical focus of this volume, it is nevertheless demonstrated that headquarters did not have a totally free hand. The partial dismantling of ILMs was subject to local constraints and contestation, giving rise to new and significant tensions. More specifically, the emphasis upon tight performance standards was often met with stiff opposition suggesting local norms remain influential.
