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For MNC's, organizational culture fulfils an additional role in that it determines the method of exercising control or influence over the affiliates and the cross-MNC'S implementation of corporate HR strategy. In an organization with an organic culture (Bhattacharya et al, 2005); formal control systems are likely to cause dissonance while the same is true for an organization with a mechanistic culture not utilizing formal processes.

1.9.8 Implementation & Expansion: Issues of convergence

Convergence, also known as isomorphism, is the process whereby MNC's will gravitate towards a series of universal management practices that provide competitive benefits for themselves (Cullen, 2002). The drivers of convergence at organizational level are efficiency, growth, and the development and utilization of technology. Convergence can be regarded as continuous organizational learning and the development and application of practices that lead to organizational efficiency, but are still flexible enough to be applied generally (Huselid, 2005). It follows that convergence is also occurring in the adoption of international HR practices; with increased complexity facing MNC's, there has been less emphasis on formal structure and a greater focus on HR management policies and practices, which form an integral part of the process-input control systems of modern MNC's. This has led to an upsurge in the search for global best practices or HR strategies that can be applied across all cultures (Briscoe et al, 2004).

The contingent view of HR strategy in MNC's emphasizes that there is one best method, even within contingent variables such as stage of internal corporate evolution (Marginson et al, 2004). Typical of the contingent view is that of Tregakis et al (2005) who investigated the standardization of Western practices in Chinese-Western joint ventures. The study showed that overall HRM practices had become similar to those in Western MNC's, especially when compared with data gathered in 1992. This was seen as due to the spread of Western ideals in the Chinese business network, the greater emphasis that Western MNC's were placing on HR management, and the limited liberalization of Chinese employment legislation. It was noted that few Western companies had made the total transfer of HRM policies to China; this was not due to national cultural differences but local conditions.

Edwards (2004) came to a similar general view, although in a different context when he compared HRM practices in European firms in six divergent countries. Edwards (2004) found that although there were differences in management practices across these firms, that this was more likely due to the role of legal and political structures in the various countries than cognitive orientation. Most firms wanted to adopt the latest management practices prescribed in American literature and supported by business consulting firms across Europe, but could not because of varying regulative and political conditions. Some evidence is emerging that there exists a hybrid between divergence and convergence (Le本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。