Coping with an emerging market competition through strategy-human resource alignment: Case study evidence from five leading Japanese manufacturers in the People's Republic of China

Norihiko Takeuchi*, Ziguang Chen, Wing Lam

*この研究の対応する著者

研究成果: Article査読

11 被引用数 (Scopus)

抄録

This paper documents how PRC-based Japanese affiliates can align their human resource management (HRM) policies and practices with their business strategies based on in-depth interview surveys of the five leading Japanese manufacturers in China. In particular, using a multiple-informant research design to interview both top and human resource managers in each site, the study has attempted to clarify the strategic fit between the business strategies pursued and HRM practices adopted in China. Our interviews with top management for each affiliate revealed three types of business strategies that the PRC-based affiliates adopt to gain competitiveness in the Chinese market. Separate interviews with HR managers further clarified that affiliates' HRM efforts are aligned with the strategy each affiliate is pursuing. The findings are used to suggest several hypothesized relationships between the particular strategies pursued and the HRM practices adopted in China. Furthermore, this study has provided some important insights as to how the choice of affiliate-level business strategies in China affects the 'hybridization' processes of the HRM policies and practices used in the cross-national business environment.

本文言語English
ページ(範囲)2454-2470
ページ数17
ジャーナルInternational Journal of Human Resource Management
20
12
DOI
出版ステータスPublished - 2009 12
外部発表はい

ASJC Scopus subject areas

  • 戦略と経営
  • 組織的行動および人的資源管理
  • 技術マネージメントおよび技術革新管理

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