Research output: Contribution in Book/Report/Proceedings - With ISBN/ISSN › Conference contribution/Paper › peer-review
Research output: Contribution in Book/Report/Proceedings - With ISBN/ISSN › Conference contribution/Paper › peer-review
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TY - GEN
T1 - National Differences or Sector Effects? HRM in Japanese and UK Retail Multinationals in China
AU - Gamble, Jos
AU - Huang, Qihai
N1 - Academy of International Business Annual Conference, 25-29June, 2010, Rio de Janeiro, Brazil
PY - 2010
Y1 - 2010
N2 - This paper seeks to assess whether national differences or sector effects best account for the pattern of HRM found in multinational firms. From a theoretical perspective, UK and Japanese firms are constituted by significantly different institutional and business logics. While the former is an exemplar liberal market economy, the latter is a coordinated market economy. Japanese firms are considered to have a long-term orientation, with labour regarded as a fixed cost, extensive training and strong internal labour markets. The UK system istypically characterised by firms operating on a more short-term basis, with high labour mobility and limited investments in human resource development. Sector effects, by contrast, would suggest that firms operating in the same business sector, using similar categories of employees, are likely to exhibit similar modes of HRM.Using survey data from 859 staff and managers at the subsidiaries of UK and Japanese retail multinational firms in China, the findings indicate little support for either the effect of sector or anticipated ‘national models’.Instead, while some results are contrary to expectations, most are characterised by lack of consistency.
AB - This paper seeks to assess whether national differences or sector effects best account for the pattern of HRM found in multinational firms. From a theoretical perspective, UK and Japanese firms are constituted by significantly different institutional and business logics. While the former is an exemplar liberal market economy, the latter is a coordinated market economy. Japanese firms are considered to have a long-term orientation, with labour regarded as a fixed cost, extensive training and strong internal labour markets. The UK system istypically characterised by firms operating on a more short-term basis, with high labour mobility and limited investments in human resource development. Sector effects, by contrast, would suggest that firms operating in the same business sector, using similar categories of employees, are likely to exhibit similar modes of HRM.Using survey data from 859 staff and managers at the subsidiaries of UK and Japanese retail multinational firms in China, the findings indicate little support for either the effect of sector or anticipated ‘national models’.Instead, while some results are contrary to expectations, most are characterised by lack of consistency.
M3 - Conference contribution/Paper
SP - 246
BT - Proceedings of the 52nd Annual Meeting of the Academy of International Business
A2 - Kostova, Tatiana
A2 - Kiyak, Tunga
PB - Academy of International Business
CY - Rio de Janeiro
T2 - Academy of International Business Annual Conference
Y2 - 25 June 2010 through 29 June 2010
ER -