Back to the future: implications for the field of HRM of the multistakeholder perspective proposed 30 years ago

Thirty years on from the seminal works on human resource management (HRM) by Beer et al., we examine how the subject has developed. We offer a normative review, based on that model and critique the assumption that the business of HRM is solely to improve returns to owners and shareholders. We identify the importance of a wider view of stakeholders to practitioners and how academic studies on the periphery of HRM are beginning to adopt such a view. We argue that the HRM studies so far have given us much valuable learning but that the subject has now reached a point where we need to take a wider, more contextual, more multilayered approach founded on the long-term needs of all relevant stakeholders. The original Beer et al. model remains a valuable guide to the next 30 years of HRM.

IHRM and expatriation in Japanese MNCs: HRM practices and their impact on adjustment and job performance

Studies of international human resource management (IHRM) have pointed out that Japanese multinational companies (MNCs) tend to use more parent-country nationals (PCNs) than do western MNCs. The ethnocentric staffing policies imply that the management of expatriation has a greater influence on the success of Japanese MNCs. We use survey data from 149 Japanese repatriates to examine the relationship between IHRM practices – selection, preparation and corporate support – and expatriate adjustment and job performance, as well as identify differences by the location of assignment. We find that selection criteria, language ability and familiarity with local cultures are positively related to work adjustment, and that leadership and relational abilities are slightly associated with job performance though there were no significant relationships between considerations for family situations and adjustment or job performance. The results also reveal that HRM practices while abroad, in particular the interactive exchange of information between expatriates and the headquarters, have a significant influence. Pre-departure preparation programs are not related to the dependent variables. The data also suggests that living and working in China is a particular problem for Japanese expatriates.

The impact of national context effects on HRM practices in Russian subsidiaries of Western MNCs

This article contributes to the research on comparative human resource management by providing a model of the Russian business system and its effect on human resource management practices at Russian subsidiaries of Western multinational companies. Whitley’s approach was adopted to illustrate the links between institutional arenas, business systems, and human resource management practices. The empirical part is based on interviews with senior human resources managers of Western multinational companies operating in Russia. The findings provide insight into the interaction between the national business system and human resource management practices in Russia.

A three-fold framework for understanding HRM practices in South-Eastern European SMEs

Purpose We study particular structural and organisational factors affecting the formality of human resource management (HRM) practices in small and medium-sized enterprises (SMEs) in South-Eastern European (SEE) post-communist countries, in particular Serbia, Romania, Bulgaria and the Former Yugoslav Republic of Macedonia (FYROM) in order to understand the antecedents of formalization in such settings. Design/methodology/approach Adopting a quantitative approach, this study analyses data gathered through a survey of 168 managers of SMEs from throughout the region. Findings The results show that HRM in SMEs in the SEE region can be understood through a three-fold framework which includes: degree of internationalisation of SMEs, sector of SMEs and organisational size of SMEs. These three factors positively affect the level of HRM formalisation in SEE SMEs. These findings are further attributed to the particular political and economic context of the post-communist SEE region. Research limitations/implications Although specific criteria were set for SME selection, we do not suggest that the study reflects a representative picture of the SEE region because we used a purposive sampling methodology. Practical implications This article provides useful insights into the factors which influence HRM in SMEs in a particular context. The findings can help business owners and managers understand how HRM can be applied in smaller organisations, particularly in post-communist SEE business contexts. Originality/value HRM in SMEs in this region has hardly been studied at all despite their importance. Therefore, this exploratory research seeks to expand knowledge relating to the application of HRM in SMEs in SEE countries which have their business environments dominated by different dynamics in comparison to western European ones.

Kinesiska affärsetableringar i Sverige : Kartläggning över områden som förbättrar chanserna att lyckas

Aim and starting point: The aim of the Bachelor thesis is to examine and define the paramount knowledge Chinese businessmen need in order to succeed with their establishment in Sweden. The authors also seek to answer what incentives attract Chinese businessmen to come to Sweden, as well as how Chinese establishments in Sweden can be predicted to appear in the future. Results/conclusions: The study outlines key areas in which Chinese businessmen should have knowledge in order to succeed with their establishment in Sweden. The results also gives an indication on how Chinese business establishments in Sweden will appear in the future, into which areas the Chinese mainly invest/establish in, as well as why and how these are done. On the basis of this material the authors generate proposals for educational packages which among others can be sold to Chinese businessmen. Knowledge overview: Here relevant theory connected to the area of study is presented. The knowledge overview presents the Swedish in relation to the Chinese perspective in areas such as: culture, hierarchy, relations, Face, communication, HRM, education, CSR and labour law. The knowledge overview can itself contribute to fostering an understanding of differences between Sweden and China. Method: The area of research has been accessed by a combination of methods. The study is both deductive and explorative. The main channel of information and data collection are in-depth interviews which are used as a deductive starting point, an expert investigation and as a Grounded Theory. As a complement the authors have also conducted a delphi study in which an expert panel answered questions concerning the future of Chinese establishments in Sweden. The deductive and explorative parts have been analyzed individually and have each generated a conclusion. These conclusions have then been interwoven in a synthesis that highlights and creates new knowledge.

The role of human resource management (HRM) in Australian-Malaysian joint ventures

This article examines human resource management (HRM) for successful Australian-Malaysian joint ventures (JVs), on the basis of survey data and case studies. The findings suggest that each phase of JV development had its own pattern of HR practices. Three phases of development were distinguished - initiation, transitional, and maturational. The first phase involved selecting, recruiting and training a skilled workforce and formulating rudimentary human resource policies. Cultural differences were most marked in this phase. The second phase, after three years of operation, involved evolution of human resource policies better suited to local conditions, and more polycentric management staffing. The final phase, after six years of operation, saw the development of a distinctive human resources system, and the minimisation of cultural differences as an operational issue. In this phase there was also a move to more geocentric management staffing.

Guanxi in a sub-national cross-cultural setting

This paper explores whether Chinese relationship building, Guanxi, is effective in crosscultural sub-national relationships. Derived from research into Sino-Australian Sister City Type Relationships and using material gathered through interviews in China and Australia, a modified Institutional Guanxi conceptual model has been developed. Some propositions are developed to link the components of the Guanxi conceptual model. Different methodologies are explored to determine the most effective way to test the hypotheses in a cross-cultural environment, and future research is outlined.

The global village: online cross-cultural communication and HRM

Purpose – The purpose of this paper is to examine relational and task dimension of online communication and the associated emotional experience.

Design/methodology/approach – This paper examines four categories of work outcomes: emotional experiences of work, work attitudes, work dynamics and work behaviours; and links each to the cross-cultural online communication context.

Findings – It was found that diversity-oriented HRM can reduce the cultural fault-lines betweenindividualist and collectivist (IC) cultures, and thereby positively moderate the relationship between cross-cultural online communication and affective, cognitive and behavioural outcomes.

Practical implications – Diversity-oriented HRM can capitalize on an organisation’s cultural diversity and avoid cross-cultural misunderstandings. In a more practical sense, the research purports that combined use of IC HRM practices can produce greater efficiency and effectiveness in
online communications worldwide.

Originality/value – The paper provides an insight into the potential implications of increased use of information technology on cross-cultural communication, and human resource management. The significance of diversity-oriented human resource management in managing these implications is also highlighted.