"This paper explores variations of corporate influence and human resource management (HRM) practices between the start-up and maturity stages of a foreign subsidiary. In addition, it attempts to highlight internal and external forces which can possibly shape these variations. Based on an empirical study with results from 10 subsidiaries of mature, service-sector multinational corporations (MNCs), this paper argues that the degree of influence over HRM practices that the MNC exercises will fluctuate according to the subsidiary's life-cycle stage. More specifically, this paper's findings suggest that headquarter influence is greater at the start-up stage and decreases as the subsidiary matures. Moreover, the findings illustrate the different types of corporate influence between the early and later stages in the subsidiary's life as well as highlight the forces which shape these variations."

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