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dc.contributor.authorCooke, Fang Lee
dc.contributor.editorWikinson, Adrian
dc.contributor.editorBacon, Nicolas
dc.contributor.editorSnell, Scott
dc.contributor.editorLepak, David
dc.date.accessioned2021-02-16T01:36:12Z
dc.date.available2021-02-16T01:36:12Z
dc.date.issued2019
dc.identifier.isbn9781526435026en_US
dc.identifier.urihttp://hdl.handle.net/10072/402196
dc.description.abstract'Developing countries' (also known as less developed countries) cover a large population spanning several continents and regions with diverse cultural 1raditions. They also represent a constellation of sovereign states with mark­edly different political regimes, institutional arrangements, industrial structures, stages of economic development, and national strate­gies for global economic integration and social development.1 These diversities and distinctiveness underpin each nation's employment systems and human resource management (HRM) practices. While similar characteristics and HRM challenges may be evident across these nations, specific practices and solutions may differ at national and sub­national level. As it is impossible to cover HRM of all developing countries in one chap­ter, this chapter focuses mainly on the larger and relatively more developed economies within the developing country category, such as China, India, Malaysia, Vietnam, Russia and South Africa, and other emerging mar­kets. It is important to note at the outset that the intention of this chapter is not to provide a definitive account of the characteristics of HRM of these countries (for more detailed country-specific discussion see Davila and Elvira, 2009; Horwitz and Budhwar, 2015; Budbwar and Mellahi, 2016; Cooke and Kim, 2018). Rather, it aims to outline pressures, features and developments experienced by these nations in the context of economic glo­balisation and technological transformation to identify key factors shaping the development of HRM in developing countries (sec Figure 25.1). For the purpose of this chapter, the term 'developing countries' is used for general discussion, the terms 'emerging economies' and 'transitional economies' are also used to refer to the sub-groups of developing coun­tries that are relatively more developed (emerging economies) or have transitioned from a former socialist regime towards a market economy system, notably in Eastern and Central Europe (transitional economies).
dc.description.peerreviewedYesen_US
dc.publisherSageen_US
dc.publisher.placeLondonen_US
dc.publisher.urihttps://uk.sagepub.com/en-gb/eur/the-sage-handbook-of-human-resource-management/book252259en_US
dc.relation.ispartofbooktitleThe SAGE Handbook of Human Resource Managementen_US
dc.relation.ispartofchapter25en_US
dc.relation.ispartofchapternumbers32en_US
dc.relation.ispartofedition2nden_US
dc.subject.fieldofresearchBusiness and Managementen_US
dc.subject.fieldofresearchcode1503en_US
dc.titleHuman Resource Management in Developing Countriesen_US
dc.typeBook chapteren_US
dc.type.descriptionB1 - Chaptersen_US
dcterms.bibliographicCitationCooke, FL, Human Resource Management in Developing Countries, The SAGE Handbook of Human Resource Management, 2019en_US
dc.date.updated2021-02-16T01:31:09Z
gro.hasfulltextNo Full Text
gro.griffith.authorCooke, Fang L.


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