Managerial Career Development in Foreign Multinationals in Pakistan: Perceptions, Policies and Practices

UoM administered thesis: Phd

  • Authors:
  • Sara Chaudhry

Abstract

This thesis analyses the career orientations of locally recruited host country managers in the specific organizational context of foreign multinationals operating in a culturally and institutionally distant developing economy like Pakistan. The key research objective is a pluralistic consideration of the individual, organizational and institutional/societal levels of analysis. To this end the project focuses on the uptake of distinctly Anglo-Saxon protean and boundaryless career concepts as well as the international career orientations of a pre-internationalized employee group within the MNCs' international operations. Existing 'new' careers literature is limited in its consideration of different organizational and cultural/institutional contexts. Moreover, international HRM literature discusses the diffusion of HRM but fails to adequately highlight that this process is complex, incomplete and likely to lead to hybridization in deinstitutionalizing, yet culturally distinct, countries like Pakistan. With the purpose of addressing these specific research gaps a qualitative case study approach was applied and interviews were conducted with employers/senior managers as well as managerial employees in four foreign subsidiaries operating in Pakistan. Analysis reveals that the combined application of Western and traditional work values in these four Pakistani subsidiaries leads to a hybridized and contested employment relationship whereby 'marketization' is evident but subject to implicit societal pressures and transmutations. Secondly, these host country managers' career mobility perceptions and patterns highlighted the need to take a more nuanced approach to physical and psychological mobility that simultaneously considers increased 'boundary-crossing' and 'boundary-creation'. The results highlighted the importance of recognizing the differential impact of individual, organizational and institutional/societal factors on the transfer, implementation and internalization processes and the implicit and explicit inter-linkages between these factors.

Details

Original languageEnglish
Awarding Institution
Supervisors/Advisors
Award date31 Dec 2012