'Vanguard' Subsidiaries and the Diffusion of New Practices: A Case Study of German Multinationals

Posted: 28 Jul 2000

See all articles by Anthony Ferner

Anthony Ferner

De Montfort University

Matthias Varul

University of Tuebingen - Forschungsinstitut für Arbeit, Technik und Kultur (FATK)

Abstract

German companies, used to operating in their distinctive domestic business environment, have had to learn new 'rules of the game' as they have internationalized. There are signs that they are adopting some of the characteristics of more mature international companies, particularly those from an 'Anglo-Saxon' tradition. This 'Anglo-Saxonization' is seen in international HR policy, in areas such as training and development and performance management. Drawing on research into German multinationals, this paper explores the role of 'vanguard' subsidiaries in spreading 'Anglo-Saxon' practices to German companies. It also analyses the impact of such innovations on pre-existing patterns of behaviour.

JEL Classification: L22

Suggested Citation

Ferner, Anthony and Varul, Matthias, 'Vanguard' Subsidiaries and the Diffusion of New Practices: A Case Study of German Multinationals. Available at SSRN: https://ssrn.com/abstract=233039

Anthony Ferner

De Montfort University ( email )

Leicester Business School Department of HRM
Leicester LE1 9BH
United Kingdom

Matthias Varul (Contact Author)

University of Tuebingen - Forschungsinstitut für Arbeit, Technik und Kultur (FATK) ( email )

Germany

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