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National Differences or Sector Effects? HRM in Japanese and UK Retail Multinationals in China

Research output: Contribution in Book/Report/Proceedings - With ISBN/ISSNConference contribution/Paperpeer-review

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National Differences or Sector Effects? HRM in Japanese and UK Retail Multinationals in China. / Gamble, Jos; Huang, Qihai.

Proceedings of the 52nd Annual Meeting of the Academy of International Business. ed. / Tatiana Kostova; Tunga Kiyak. Rio de Janeiro : Academy of International Business, 2010. p. 246.

Research output: Contribution in Book/Report/Proceedings - With ISBN/ISSNConference contribution/Paperpeer-review

Harvard

Gamble, J & Huang, Q 2010, National Differences or Sector Effects? HRM in Japanese and UK Retail Multinationals in China. in T Kostova & T Kiyak (eds), Proceedings of the 52nd Annual Meeting of the Academy of International Business. Academy of International Business, Rio de Janeiro, pp. 246, Academy of International Business Annual Conference, Rio de Janeiro, Brazil, 25/06/10. <https://aib.msu.edu/events/2010/AIB2010ConferenceProceedings.pdf>

APA

Gamble, J., & Huang, Q. (2010). National Differences or Sector Effects? HRM in Japanese and UK Retail Multinationals in China. In T. Kostova, & T. Kiyak (Eds.), Proceedings of the 52nd Annual Meeting of the Academy of International Business (pp. 246). Academy of International Business. https://aib.msu.edu/events/2010/AIB2010ConferenceProceedings.pdf

Vancouver

Gamble J, Huang Q. National Differences or Sector Effects? HRM in Japanese and UK Retail Multinationals in China. In Kostova T, Kiyak T, editors, Proceedings of the 52nd Annual Meeting of the Academy of International Business. Rio de Janeiro: Academy of International Business. 2010. p. 246

Author

Gamble, Jos ; Huang, Qihai. / National Differences or Sector Effects? HRM in Japanese and UK Retail Multinationals in China. Proceedings of the 52nd Annual Meeting of the Academy of International Business. editor / Tatiana Kostova ; Tunga Kiyak. Rio de Janeiro : Academy of International Business, 2010. pp. 246

Bibtex

@inproceedings{0e656c2303994f71b0bfe19604901903,
title = "National Differences or Sector Effects? HRM in Japanese and UK Retail Multinationals in China",
abstract = "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 {\textquoteleft}national models{\textquoteright}.Instead, while some results are contrary to expectations, most are characterised by lack of consistency.",
author = "Jos Gamble and Qihai Huang",
note = "Academy of International Business Annual Conference, 25-29June, 2010, Rio de Janeiro, Brazil; Academy of International Business Annual Conference ; Conference date: 25-06-2010 Through 29-06-2010",
year = "2010",
language = "English",
pages = "246",
editor = "Tatiana Kostova and Tunga Kiyak",
booktitle = "Proceedings of the 52nd Annual Meeting of the Academy of International Business",
publisher = "Academy of International Business",

}

RIS

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 -