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dc.contributor.authorChang, Yi Yingen_US
dc.contributor.authorWilkinson, Adrianen_US
dc.contributor.authorMellahi, Kamelen_US
dc.date.accessioned2017-05-03T15:09:14Z
dc.date.available2017-05-03T15:09:14Z
dc.date.issued2007en_US
dc.date.modified2009-09-25T04:46:46Z
dc.identifier.issn0955534Xen_US
dc.identifier.doi10.1108/09555340710818987en_AU
dc.identifier.urihttp://hdl.handle.net/10072/15862
dc.description.abstractPurpose - HRM practices in foreign subsidiaries have been the subject of much attention in recent years. However, research on HRM practices by subsidiaries of multinationals (MNCs) has so far focused largely on subsidiaries of western multinationals in western and or emerging economies. The authors have little knowledge concerning HRM practices of subsidiaries of multinationals from emerging economies in developed western countries. The purpose of this paper is to examine HRM practices of MNCs from emerging economies operating in western developed countries. Design/methodology/approach - Survey. Findings - A blend of practices has been adopted by the subsidiaries, ranging from emulating home country practices, adapting host country practices, and a Melange of home and host country practices. Originality/value - First, HRM practices used by emerging economy MNCs in an advanced economy have been identified. Second, the results suggest that MNCs from emerging economies behave differently from MNCs from developed countries such as Japan, the USA and Western European countries. Past research shows that MNCs from advanced economies such as Japanese MNCs in the UK tend to transplant the ideas and practices of so-called excellent human resource management systems from their own parent companies. However, Taiwanese MNCs deliberately adopt a varied HR approach to operate in an advanced economy as a result of dual pressures of home and host country effect. Consequently, apart from strategic issues wholly made by headquarters in Taiwan, other HR practices either adapt to local practices or use a hybrid style.en_US
dc.description.peerreviewedYesen_US
dc.description.publicationstatusYesen_AU
dc.format.extent152796 bytes
dc.format.mimetypeapplication/pdf
dc.languageEnglishen_US
dc.language.isoen_AU
dc.publisherEmerald Group Publishing Limiteden_US
dc.publisher.placeUnited Kingdomen_US
dc.publisher.urihttp://www.emeraldinsight.com/0955-534X.htmen_AU
dc.relation.ispartofstudentpublicationNen_AU
dc.relation.ispartofpagefrom404en_US
dc.relation.ispartofpageto419en_US
dc.relation.ispartofissue5en_US
dc.relation.ispartofjournalEuropean Business Reviewen_US
dc.relation.ispartofvolume19en_US
dc.rights.retentionYen_AU
dc.subject.fieldofresearchcode350203en_US
dc.titleHRM Strategies and MNCs from Emerging Economies in the UKen_US
dc.typeJournal articleen_US
dc.type.descriptionC1 - Peer Reviewed (HERDC)en_US
dc.type.codeC - Journal Articlesen_US
gro.rights.copyrightCopyright 2007 Emerald. This is the author-manuscript version of this paper. Reproduced in accordance with the copyright policy of the publisher. Please refer to the journal's website for access to the definitive, published version.en_AU
gro.date.issued2007
gro.hasfulltextFull Text


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