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.authorFerner, A. M.
dc.contributor.authorAlmond, Phil
dc.contributor.authorClark, I.
dc.contributor.authorColling, T.
dc.contributor.authorEdwards, Tony
dc.contributor.authorHolden, Len
dc.contributor.authorMuller-Camen, Michael
dc.date.accessioned2009-04-03T12:25:12Z
dc.date.available2009-04-03T12:25:12Z
dc.date.issued2004-03-01
dc.descriptionWritten by Ferner, co-authors contributed to data collection. 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. ©en
dc.identifier.citationFerner, 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.doihttps://doi.org/10.1177/0170840604040041
dc.identifier.issn0170-8406
dc.identifier.urihttp://hdl.handle.net/2086/1631
dc.language.isoenen
dc.publisherSage
dc.researchgroupInternational and Comparative HRM
dc.subjectRAE 2008en
dc.subjectUoA 36 Business and Management Studiesen
dc.titleThe dynamics of central control and subsidiary autonomy in the management of human resources: Case-study evidence from US MNCs in the UK.en
dc.typeArticleen

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