Budget
Cultural Perspectives
CCM
International Journal of
2003 Vol 3(1): 121–144
Cross Cultural Management
‘To Adapt or Not to Adapt’
Exploring the Role of National Culture in HRM – A Study of Pakistan
Shaista E. Khilji
Carleton University, Ontario, Canada
This study draws out evidence from 11 organizations, local as well as multinationals, in Pakistan to test the ‘culture-sensitive’ view. A number of conclusions are drawn. First, the findings support this view; evidence shows enough similarities exist between local organizations and multinationals to indicate that the influences of the parent companies of multinationals are weakened by the national characteristics of the environments in which they operate. Second, it is pointed out that although some policies of multinationals may be the same as those found in their parent companies, the practices certainly are not, because of adaptation to local norms. It is therefore suggested that a distinction between policy and practice be made in an organizational analysis of this kind. Third, despite culture-sensitivity of HRM practices, their impact on employees is similar to what has been previously documented by researchers in the UK and the USA. It is left to further studies to debate whether HRM outcomes can be termed as universal. • culture-sensitive • HRM • international management • national culture • Pakistan
This article analyzes in detail the national culture of Pakistan, and compares both multinational and local indigenous organizations, in order to examine the impact of national culture on human resource management (HRM) – a view that has been frequently debated as multinationals continue to grow. This view, hereafter referred to as ‘culture-sensitive’, suggests that the HRM of
an organization is influenced by the national culture (Newman and Nollen, 1996), hence it should be adapted to reflect national patterns. The logic used to support this view is based on the idea
CCM
International Journal of
2003 Vol 3(1): 121–144
Cross Cultural Management
‘To Adapt or Not to Adapt’
Exploring the Role of National Culture in HRM – A Study of Pakistan
Shaista E. Khilji
Carleton University, Ontario, Canada
This study draws out evidence from 11 organizations, local as well as multinationals, in Pakistan to test the ‘culture-sensitive’ view. A number of conclusions are drawn. First, the findings support this view; evidence shows enough similarities exist between local organizations and multinationals to indicate that the influences of the parent companies of multinationals are weakened by the national characteristics of the environments in which they operate. Second, it is pointed out that although some policies of multinationals may be the same as those found in their parent companies, the practices certainly are not, because of adaptation to local norms. It is therefore suggested that a distinction between policy and practice be made in an organizational analysis of this kind. Third, despite culture-sensitivity of HRM practices, their impact on employees is similar to what has been previously documented by researchers in the UK and the USA. It is left to further studies to debate whether HRM outcomes can be termed as universal. • culture-sensitive • HRM • international management • national culture • Pakistan
This article analyzes in detail the national culture of Pakistan, and compares both multinational and local indigenous organizations, in order to examine the impact of national culture on human resource management (HRM) – a view that has been frequently debated as multinationals continue to grow. This view, hereafter referred to as ‘culture-sensitive’, suggests that the HRM of
an organization is influenced by the national culture (Newman and Nollen, 1996), hence it should be adapted to reflect national patterns. The logic used to support this view is based on the idea
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