This article examines the restructuring process following a cross-border merger in
the pharmaceuticals sector. We show how national industrial relations systems
account for some aspects of cross-national differences in the process and outcomes
of restructuring. However, we also argue that institutionalist approaches to
comparative analysis must be complemented by a focus on the material interests of
organizational actors and the resources that they can deploy.
Aguilera, R.
and
Dencker, J.
(2006)
‘The Role of Human Resource Management in Cross-Border Mergers
and Acquisitions’
, International Journal of Human Resource Management(forthcoming).
2.
Bélanger, J.
,
Edwards, P.
and
Haiven, L.
(1994) Workplace Industrial Relations and the Global
Challenge.
Ithaca, NY: Cornell University Press
.
3.
Child, J.
,
Faulkner, D.
and
Pitkethly, R.
(2001) The Management of International Acquisitions:
Realizing Their Potential Value.
Oxford: Oxford University Press
.
4.
Coller, X.
(1996)
‘Managing Flexibility in the Food Industry: A Cross-National
Comparative Case Study in European Multinational Companies’
, European Journal of Industrial Relations2(2):
153–172
.
5.
Corteel, D.
and
Le Blanc, G.
(2001)
‘The Importance of the National Issue in Cross-Border Mergers’
, Paper to the conference on Cross Border Mergers and Employee
Participation in Europe, Ecole des Mines, Paris, March.
6.
Djelic, M.
and
Quack, S.
(2003) ‘Theoretical Building Blocks for a
Research Agenda Linking Globalization and Institutions’, in
M. Djelic
and
S. Quack
(eds) Globalization and Institutions: Redefining the Rules of the
Economic Game, pp. 15–34.
Cheltenham: Edward Elgar
.
7.
EIROnline
(2003) ‘Corus's UK Workforce Faces Deep
Job Cuts’, URL (March 2003): http://www.eiro.eurofound.eu.int/2003/03/feature/uk0303105f.html.
8.
Elger, T.
and
Smith, C.
(eds) (1994) Global Japanization? Convergence and Competition
in the Organisation of the Labour Process.
London: Routledge
.
9.
Faulkner, D.
,
Pitkethly, R.
and
Child, J.
(2002)
‘International Mergers and Acquisitions in the UK
1985–94: A Comparison of National HRM Practices’
, International Journal of Human Resource Management13(1):
106–122
.
10.
Ferner, A.
,
Almond, P.
,
Clark, I.
,
Colling, T.
,
Edwards, T.
,
Holden, L.
and
Muller, M.
(2004)
‘The Dynamics of Central Control: Transmission and Adaptation of
“American” Traits in US Multinationals Abroad: Case
Study Evidence from the UK’
, Organization Studies25(3):
363–391
.
11.
Fuhrer, I. (1996) Los sindicatos en EspaÒa. Madrid:
Consejo EconÛmico y Social.
12.
Geary, J.
and
Roche, W.
(2001)
‘Multinationals and HRM Practices in Ireland: A Rejection of the
“New Conformance Thesis”’
, International Journal of Human Resource Management12(1):
109–127
.
13.
Katz, H.
and
Darbishire, O.
(2000) Converging Divergences: Worldwide Changes in
Employment Systems.
Ithaca, NY: Cornell University Press
.
14.
Kurdelbusch, A.
(2002)
‘Multinationals and the Rise of Variable Pay in Germany’
, European Journal of Industrial Relations8(3):
325–349
.
15.
MartÌnez Lucio, M.
(1998) ‘Spain: Regulating Employment and Social
Fragmentation’, in
A. Ferner
and
R. Hyman
(eds) Changing Industrial Relations in Europe, pp.
426–458.
Oxford: Blackwell
.
16.
Rees, C.
and
Edwards, T.
(2003) The HR Role in International Mergers and
Acquisitions.
London: CIPD
.
17.
Rosenzweig, P.
and
Nohria, N.
(1994)
‘Influences on Human Resource Management Practices in
Multinational Corporations’
, Journal of International Business Studies25(2):
229–251
.
18.
Wailes, N.
,
Ramia, G.
and
Lansbury, R.
(2003)
‘Interests, Institutions and Industrial Relations’
, British Journal of Industrial Relations41(4):
617–637
.
19.
Wever, K.
(1995)
‘Human Resource Management and Organizational Strategies in
German-and US-owned Companies’
, International Journal of Human Resource Management6(3):
606–625
.
20.
Yin, R.
(2002) Case Study Research: Design and Methods.
London: Sage
.
