This study draws out evidence from 11 organizations, local as well as multinationals, in Pakistan to test the `culture-sensitive' view. A number of conclusions are drawn. First, the findings support this view; evidence shows enough similarities exist between local organizations and multinationals to indicate that the influences of the parent companies of multinationals are weakened by the national characteristics of the environments in which they operate. Second, it is pointed out that although some policies of multinationals may be the same as those found in their parent companies, the practices certainly are not, because of adaptation to local norms. It is therefore suggested that a distinction between police) and practice be made in an organizational analysis of this kind. Third, despite culture-sensitivity of HRIV practices, their impact on employees is similar to what has been previously documented by researchers in the UK and the USA. It is left to further studies to debate whether HRM outcomes can be termed as universal.
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