The diffusion of global human resource information technology in the subsidiaries of a US multinational corporation

The majority of multinational corporations (MNC) utilise some form of global human resource information technology (GHRIT) to collect, store and analyse employee data. The literature suggests that the use of GHRIT has the potential to add strategic value to the organisation. The MNC as an organisational form and the manner in which MNCs transfer business practices across their subsidiaries has been widely debated in the literature. However, little international and comparative research has to date been carried out into the diffusion of GHRIT in the subsidiaries of a single MNC and the factors that might mediate that process. Using institutional theory as a theoretical lens this research examines the way in which a large US-based MNC has diffused HRIT in its German and Irish subsidiaries. This research builds on existing research to explore actual transfer success, that is, the implementation, internalisation and integration of GHRIT practices. Data derived from twenty seven interviews with key stakeholders in a number of locations and the analysis of documentary evidence. This research makes a number of significant contributions to knowledge by advancing the fields of HRIT, Enterprise Resource Planning Systems, international and comparative HRM and institutional theory. The unique interplay of complex institutional environments within which the MNC and its subsidiaries operate effectuates discernible variations in the level of transfer of particular GHRIT practices not just between the US headquarters and its subsidiaries but also between the subsidiaries themselves. The GHRIT Difiusion Model developed as part of this research demonstrates that the successful diffiision of GHRIT practices within MNCs is shaped by an interchange of various institutional level contexts (external, relational, organisational and individual) of the MNC and its subsidiaries, various social actors, the HR and GHRIT strategy of the MNC, and the level of integration of practices within the subsidiary. First and foremost, my greatest debt of gratitude is owed to my wife, who was patient enough to support me more than I could have wished for throughout this intellectual endeavour, and my children, who will probably never fathom why their father had to spend so much time at his desk. 1 would also like thank my mother wholeheartedly for her continued encouragement. Without the access to and cooperation of the key stakeholders interviewed for this research, this study would not have been possible. In particular, the Irish HR Director and Irish HRIS super user, whose names cannot be disclosed here, played a key role in facilitating this research. There are countless family members and even random individuals, who through their kindness and patience and often unknowingly made this journey a lot easier. In addition, I would like to thank the members of the PhD committee for their invaluable comments on my progress presentations. Last but not least, I would like to acknowledge the unwavering support and expert guidance of my supervisor. Dr. Tony Royle. Acknowledgements