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This paper uses data from interviews with HRM managers of the Australian operations of overseas multinational companies to critically question the analytical utility of a number of standard factors that have traditionally been claimed, in the international HRM literature, to influence decisions concerning the appropriate balance between centralization and localization in HRM. The variables reviewed are primarily structural industry sector, strategic role of the subsidiary, administrative heritage and formal organizational structure. The data suggest that the firms modify their formal structures frequently in response to environmental turbulence and have evolved towards structural forms that are radically asymmetrical Two variables that have received limited academic attention to date but which critically mediate the pattern of intended changes are identified. First, the perception by key actors in subsidiaries of HR competence elsewhere in the MNC network, particularly head office. Second, the propensity of the staff in the subsidiary to lobby politically against changes they did not perceive to be rational. [ABSTRACT FROM AUTHOR]

Abstract. This article analyses the recent move from highly centralised and regulated Australian industrial relations processes towards a decentralised and deregulated system which emphasises enterprise and individual employee level determination of pay and conditions. The article focuses on the Western Australian Workplace Agreement system designed to take account of the interests of small business. Statistical analysis and case studies are used to identify the extent to which small service sector enterprises have used this more "flexible" framework to implement improved HRM processes. An evaluation of HRM "best practice" literature and case study analyses of successful small, service enterprises are used to analyse the questionable relevance to this sector of existing HRM "best practice" models. The omission of "functional" and "numerical" flexibility from many models is identified as being particularly problematic. The article outlines a research programme to identify the strategic use made of these forms of flexibility in other sectors. [ABSTRACT FROM AUTHOR]