Paying both globally and locally: An examination of the compensation management of a US multinational finance firm in the Asia Pacific Region

Yoshio Yanadori*

*この研究の対応する著者

研究成果: Article査読

8 被引用数 (Scopus)

抄録

Using the compensation information from 10 subsidiaries of a US-based financial multinational corporation (MNC) in the Asia Pacific region, I have quantitatively explored how one MNC balanced two competing logics: localization, which allows variation across subsidiaries, and strategic alignment, which promotes standardization among subsidiaries. My empirical analysis has revealed that the way this MNC balanced the two logics varied according to the aspects of compensation management and employee groups. While this MNC incorporated local contexts when determining pay level in its foreign subsidiaries, it primarily emphasized the strategic alignment logic when determining pay mix in its subsidiaries. This MNC emphasized the strategic alignment logic to a greater extent when determining the pay level for managers than it did when determining the pay level for non-managerial employees.

本文言語English
ページ(範囲)3867-3887
ページ数21
ジャーナルInternational Journal of Human Resource Management
22
18
DOI
出版ステータスPublished - 2011 11
外部発表はい

ASJC Scopus subject areas

  • 戦略と経営
  • 組織的行動および人的資源管理
  • 技術マネージメントおよび技術革新管理

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