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Institutional theory claims that organizations interested in gaining legitimacy might have to adapt to the regulatory, cognitive and normative practices that reflect a host-country institutional environment. This book presents a study that draws on the theoretical lens of new institutionalism perspective to explore how the coercive (regulatory), cognitive (culture) and normative institutional settings of a less developed host-country impact MNE subsidiaries´ HRM practice configurations as well as HRM practice transfer. The study found constraints within the host-country educational and training arrangements, delays with the operation of the legal system, labour market constraints, cultural barriers as well as economic instability and political actors´ intrusion as institutional drivers influencing MNE subsidiaries´ HRM polices and practice configurations. This study adds to MNEs´ HRM practice transfer debate by highlighting the significance of the cognitive and normative institutional settings in LDCs as host-country institutional impediments to MNEs´ HRM practice diffusion and acknowledges greater flexibility within the regulatory system as a source of receptiveness for MNEs´ HRM practice diffusion.

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Ayentimi, Desmond Tutu
Desmond Tutu Ayentimi research is multi-disciplinary that is focus on identifying institutional and cultural constraints and opportunities in HRM practice transfer into less developed and developing economies in Sub-Sahara Africa and completed his PhD at Curtin University, Western Australia.

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