Programas de diversidade e inclusão em multinacionais: Oportunidade para transferência reversa de conhecimento
Barra lateral de artigos
Conteúdo do artigo principal
Resumo
O presente artigo tem por objetivo compreender como as empresas multinacionais gerenciam seus programas de diversidade e inclusão globalmente, identificando suas estratégias gerais, práticas de transferência, motivação das subsidiárias para internalizar essas práticas, e tratando de um assunto pouco abordado na literatura de diversidade e inclusão até o momento: a transferência reversa de conhecimento. Mediante um estudo exploratório de caso múltiplo, o estudo contribui ao integrar e avançar nas literaturas sobre diversidade e inclusão, negócios internacionais e de transferência reversa de conhecimento, o que, até onde sabemos, é umtópico inédito. O estudo destaca a importância da estratégia escolhida pelas matrizes, o contexto das subsidiárias, e o tamanho e poder das subsidiarias dentro das organizações, identifica os principais promotores de programas globais de diversidade e inclusão e condições para a transferência reversa de conhecimento, oferecendo, por fim, um quadro resumindo os conceitos trabalhados.
Downloads
Métricas
Detalhes do artigo
A RAE compromete-se a contribuir com a proteção dos direitos intelectuais do autor. Nesse sentido:
- adota a licença Creative Commoms BY (CC-BY) em todos os textos que publica, exceto quando houver indicação de específicos detentores dos direitos autorais e patrimoniais;
- adota software de detecção de similaridades;
- adota ações de combate ao plagio e má conduta ética, alinhada às diretrizes do Committee on Publication Ethics (COPE)
Referências
Alhejji, H., Ng, E. S., Garavan, T., & Carbery, R. (2018). The impact of formal and informal distance on gender equality approaches: The case of a British MNC in Saudi Arabia. Thunderbird International Business Review, 60(2), 147-159. https://doi.org/10.1002/tie.21828
Ambos, T. C., Ambos, B., & Schlegelmilch, B. B. (2006). Learning from foreign subsidiaries: An empirical investigation of headquarters’ benefits from reverse knowledge transfers. International Business Review, 15(3), 294-312. https://doi.org/10.1016/j.ibusrev.2006.01.002
Anderson, U., Dasí, A., Mudambi, R., & Pedersen, T. (2016). Technology, innovation and knowledge: The importance of ideas and international connectivity. Journal of World Business, 51(1), 153-162. https://doi.org/10.1016/j.jwb.2015.08.017
Ariss, A. Al, & Sidani, Y. (2016). Comparative international human resource management: Future research directions. Human Resource Management Review, 26(4), 352-358. https://doi.org/10.1016/j.hrmr.2016.04.007
Bartlett, C. A., & Ghoshal, S. (1986). Tap your subsidiaries for global reach. Harvard Business Review, 64(6). https://hbr.org/1986/11/tap-your-subsidiaries-for-global-reach
Bartlett, C. A., & Ghoshal, S. (1989). Managing across borders: The transnational solution. Harvard Business School Press.
Bešić, A., & Hirt, C. (2016). Diversity management across borders: The role of the national context. Equality, Diversity and Inclusion: An International Journal, 35(2), 123-135. https://doi.org/10.1108/EDI-01-2014-0004
Bezerra, M. A., Borini, F. M., & Maclennan, M. L. F. (2015). Reverse transfers of innovation and national development: Evidence from Brazilian subsidiaries. Journal of Technology Management and Innovation, 10(4), 1-8. https://doi.org/10.4067/S0718-27242015000400001
Chung, L. (2014). Headquarters’ managerial intentionality and reverse transfer of practices. Management International Review, 54(2), 225-252. https://doi.org/10.1007/s11575-013-0192-1
Ciabuschi, F., Dellestrand, H., & Nilsson, A. (2015). Value generation in the multinational corporations. In A. Verbeke, R. van Tulder & R. Drogendijk (Eds.), The future of global organizing: Progress in international business research (Vol. 10, pp. 39-56). Emerald Group Publishing Limited.
Cooke, F. L., Wood, G., Wang, M., & Veen, A. (2019). How far has international HRM travelled? A systematic review of literature on multinational corporations (2000–2014). Human Resource Management Review, 29(1), 59-75. https://doi.org/10.1016/j.hrmr.2018.05.001
Creswell, J. W., & Miller, D. L. (2000) Determining validity in qualitative inquiry. Theory into Practice, 39(3), 124-130. https://doi.org/10.1207/s15430421tip3903_2
Cuervo-Cazurra, A., & Un, C. (2004). Firm-specific and non-firm-specific sources of advantage in international competition. In A. Ariño, P. Ghemawat, & J. Ricart (Eds.), Creating value through international strategy (pp. 78-94). Palgrave Macmillan.
Denzin, N. K. (1978). The research act: A theoretical orientation to sociological methods (2nd ed.). McGraw-Hill.
Dickmann, M., & Müller-Camen, M. (2006). A typology of international human resource management strategies and processes. The International Journal of Human Resource Management, 17(4), 580-601. https://doi.org/10.1080/09585190600581337
Dubois, A., & Gadde, L. E. (2002). Systematic combining: An abductive approach to case research. Journal of Business Research, 55(7), 553-560. https://doi.org/10.1016/S0148-2963(00)00195-8
Egan, M. L., & Bendick, M. (2003). Workforce diversity initiatives of U.S. multinational corporations in Europe. Thunderbird International Business Review, 45(6), 701-727. https://doi.org/10.1002/tie.10098
Eisenhardt, K. M., & Graebner, M. E. (2007). Theory building from cases: Opportunities and challenges. Academy of Management Journal, 50(1), 25-32. https://doi.org/10.5465/amj.2007.24160888
Ethos. (2016). Perfil social, racial e de gênero das 500 maiores empresas do Brasil e suas ações afirmativas. https://issuu.com/institutoethos/docs/perfil_social_tacial_genero_500empr
Fernando, D. (2020). Challenging the cross-national transfer of diversity management in MNCs: Exploring the ‘identity effects’ of diversity discourses. Human Relations, 2126-2152. https://doi.org/10.1177/0018726720952838
Ferner, A., Almond, P., & Colling, T. (2005). Institutional theory and the cross-national transfer of employment policy: The case of “workforce diversity” in US multinationals. Journal of International Business Studies, 36(3), 304-321. https://doi.org/10.1057/palgrave.jibs.8400134
Ferner, A., Edwards, T., & Tempel, A. (2012). Power, institutions and the crossnational transfer of employment practices in multinationals. Human Relations, 65(2), 163-187. https://doi.org/10.1177/0018726711429494
Galiza, F., & Monteiro., H. (2019). Mulheres no mercado de seguros no Brasil: Terceiro estudo. Retrieved from https://www.ens.edu.br/arquivos/estudos-sobre-seguros-3-estudo-mulheres-no-mercado-de-seguros-no-brasil_1.pdf
Ghauri, P. (2004). Designing and conducting case studies in international business research. In R. Marschan-Piekkari & C. Welch (Eds.), Handbook of qualitative research methods for International Business, pp. 109-124. Edward Elgar.
Jonsen, K., Point, S., Kelan, E. K., & Grieble, A. (2019). Diversity and inclusion branding: A five-country comparison of corporate websites. The International Journal of Human Resource Management, 32(3), 616-649. https://doi.org/10.1080/09585192.2018.1496125
Kogut, C. S., & Mello, R. C. D. (2017). Reverse knowledge transfer in multinational companies: A systematic literature review. BAR-Brazilian Administration Review, 14. https://doi.org/10.1590/1807-7692bar2017160097
Kolk, A. (2016). The social responsibility of international business: From ethics and the environment to CSR and sustainable development. Journal of World Business, 51(1), 23-34. https://doi.org/10.1016/j.jwb.2015.08.010
Kostova, T. (1999). Transnational transfer of strategic organizational practices: A contextual perspective. Academy of Management Review, 24(2), 308-324. https://psycnet.apa.org/doi/10.2307/259084
Kostova, T., & Roth, K. (2002). Adoption of an organizational practice by subsidiaries of multinational corporations: Institutional and relational effects. Academy of Management Journal, 45(1), 215-233. https://doi.org/10.2307/3069293
Lauring, J. (2013). International diversity management: Global ideals and local responses. British Journal of Management, 24(2), 211-224. https://doi.org/10.1111/j.1467-8551.2011.00798.x
Li, J., Strange, R., Ning, L., & Sutherland, D. (2016). Outward foreign direct investment and domestic innovation performance: Evidence from China. International Business Review, 25(5), 1010-1019. https://doi.org/10.1016/j.ibusrev.2016.01.008
Minbaeva, D., Pedersen, T., Björkman, I., & Fey, C. (2014). A retrospective on: MNC knowledge transfer, subsidiary absorptive capacity, and HRM. Journal of International Business Studies, 45(1), 52-62. https://doi.org/10.1057/jibs.2013.56
Nair, S., Demirbag, M., & Mellahi, K. (2015). Reverse knowledge transfer from overseas acquisitions: A survey of Indian MNEs. Management International Review, 55(2), 277-301. https://doi.org/10.1007/s11575-015-0242-y
Newburry, W., Rašković, M., Colakoglu, S., Gonzalez-Perez, M. A., & Minbaeva, D. (2022). Diversity, equity and inclusion in international business: Dimensions and challenges. AIB Insights, 22(3). https://doi.org/10.46697/001c.36582
Nishii, L. H., & Özbilgin, M. F. (2007). Global diversity management: Towards a conceptual framework. International Journal of Human Resource Management, 18(11), 1883-1894. https://doi.org/10.1080/09585190701638077
Oppong, N. Y. (2018). Human resource management transfer challenges within multinational firms: From tension to best-fit. Management Research Review, 41(7), 860-877. https://doi.org/10.1108/MRR-02-2017-0038
Pauwels, P., & Matthyssens, P. (2004). The architecture of multiple case study research in international business. In R. Marschan-Piekkari & C. Welch (Eds.), Handbook of qualitative research methods for International Business, pp. 125-143. Edward Elgar.
Pérez-Nordtvedt, L., Mukherjee, D., & Kedia, B. L. (2015). Cross-border learning, technological turbulence and firm performance. Management International Review, 55(1), 23-51. https://doi.org/10.1007/s11575-014-0224-5
Rabionet, S. E. (2011). How I learned to design and conduct semi-structured interviews: An ongoing and continuous journey. Qualitative Report, 16(2), 563-566. https://doi.org/10.46743/2160-3715/2011.1070
Rugman, A. M. (2002). The influence of managing across borders on the field of international management. In M. Hitt, & J. Cheng (Eds.), Advances in international management (Vol. 14: Managing Transnational Firms, pp. 37-56). JAI Press.
Santos, E. D. (2020). Panorama da gestão da diversidade: Um estudo em filiais brasileiras de empresas multinacionais (Dissertação de Mestrado, Universidade Presbiteriana Mackenzie).
Saqib, Z., & Khan, M. (2022). Striving for inclusion of diverse employees: How important is the context? South Asian Journal of Human Resources Management, 1-23. https://doi.org/10.1177/23220937221083813
Silva, J. T., Rodrigues, I., Ferreira, G. T. C., & Queiroz, M. J. de. (2020). Pilares da diversidade e inclusão em uma multinacional. Revista de Carreiras e Pessoas, 10(1). https://doi.org/10.20503/recape.v10i1.46101
Sippola, A., & Smale, A. (2007). The global integration of diversity management: A longitudinal case study. International Journal of Human Resource Management, 18(11), 1895-1916. https://doi.org/10.1080/09585190701638101
Syed, J., & Özbilgin, M. (2009). A relational framework for international transfer of diversity management practices. International Journal of Human Resource Management, 20(12), 2435-2453. http://dx.doi.org/10.1080/09585190903363755
Umeh, C., Cornelius, N., & Wallace, J. (2022). Exploring equality, diversity, and inclusion in multiethnic settings: A context‐sensitive approach. Human Resource Management Journal, 33(1), 148-169. https://doi.org/10.1111/1748-8583.12441
Yahiaoui, D. (2015). Hybridization: Striking a balance between adoption and adaptation of human resource management practices in French multinational corporations and their Tunisian subsidiaries. International Journal of Human Resource Management, 26(13), 1665-1693. https://doi.org/10.1080/09585192.2014.958513
Yin, R. K. (2003). Design and methods. Case Study Research, 3. https://www.jstor.org/stable/23279888
