The dynamics of central control and subsidiary autonomy in the management of human resources: Case-study evidence from US MNCs in the UK.

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dc.contributor.author Ferner, A. M.
dc.contributor.author Almond, Phil
dc.contributor.author Clark, I.
dc.contributor.author Colling, T.
dc.contributor.author Edwards, Tony
dc.contributor.author Holden, Len
dc.contributor.author Muller-Camen, Michael
dc.date.accessioned 2009-04-03T12:25:12Z
dc.date.available 2009-04-03T12:25:12Z
dc.date.issued 2004-03-01
dc.identifier.citation Ferner, A.M. et al (2004) The dynamics of central control and subsidiary autonomy in the management of human resources: Case-study evidence from US MNCs in the UK. Organization Studies, 25 (3), pp. 363-391. en
dc.identifier.issn 0170-8406
dc.identifier.uri http://hdl.handle.net/2086/1631
dc.description Written by Ferner, co-authors contributed to data collection. en
dc.description The fulltext version attached is the authors final version which includes the peer review amendments. The final, definitive version of this paper has been published in Organization Studies, Vol. 25 Issue 3, March 2004 by SAGE Publications Ltd. http://online.sagepub.com All rights reserved. ©
dc.language.iso en en
dc.subject RAE 2008 en
dc.subject UoA 36 Business and Management Studies en
dc.title The dynamics of central control and subsidiary autonomy in the management of human resources: Case-study evidence from US MNCs in the UK. en
dc.type Article en
dc.identifier.doi http://dx.doi.org/10.1177/0170840604040041
dc.researchgroup International and Comparative HRM


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