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used to monitor policy implementation and performance, and also to facilitate communications and networking, across borders. It thus provides an insight on the extent to which corporate management has access to HR data on its international operations and can compare performance on HR metrics across sites and countries. Specifically examined was the usage of IT based HR information systems (HRIS) and ‘shared services' provision on an international level.

In regard to the diffusion of HRIS, respondents were asked whether the worldwide company had an “HR Information System (such as PeopleSoft or SAP HR) that holds data relating to the firms international workforce”. The responses for both foreign and UK-owned MNCs showed that just over half (54 per cent) of all MNCs in the UK reported the use of HRIS that operates on an international basis. This is a similar to a study by Collings et al (2007), that found in the parallel UK study, where some 52 per cent used such a system (Edwards et al., 2007). However, among MNCs in the UK, a greater proportion of foreign-owned MNCs (56 percent) than UK-owned MNCs (44 per cent) reported the use of HRIS on an international basis (Edwards et al 2007).

There were some discernable differences in regard to ownership. As indicated from the study, American firms were the highest users of HRIS (70 per cent), while the ‘rest of the world' MNCs is the least likely. This again resonates with the UK findings where US MNCs were among the greatest users of HRIS and Japanese MNCs the lowest (Edwards et al, 2007). The impact of sector on the take-up of HRIS will be fully outlined and placed in the appendix in the forthcoming chapters. Among UK MNCs, the service sector accounted for the greatest number of firms with HRIS. However, among foreign-owned MNCs multi-sector firms were by far the largest users, followed by those in the service.

1.7 Previous Research: Human Resource Factors

Previous studies have been utilized in exploring the current human resource innovative programmes that UK MNC's must take into account in their drive for global expansion. One of the main limitations of this review is that it is limited within the context of UK MNC's as there was the lack of evidence to determine the effects of these practices on MNC's operating in the context of both emerging and non-emerging economies. This is in consonance with Ericksen and Dyer (2005) and Wright et al's., (2005), both of who also called for further empirical research from different contexts. Gerhart (2005) substantiate the question, to what extent are these innovative HR programmes valid for other context by saying: “This is a concern because it seems unlikely that one set of HR practices will work equally well no matter what context”. To shed more light on the issue and to further examine the relevance and effects of such programmes, it is important to conduct research in non-US / UK context, (Katou & Budhwar, 2007), especially in emerging economies.

1.8 HR Factors for Global Expansion: Effectiveness

Previous research has explored the links between individual HR practices and corporate overall performance. For example, Lam and White (1998) reported that firms' HR innovative programme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。