A diachronic analysis of HRM transfer
Taiwanese multinationals in the UK
Bibliographic Data
| ID | 20501360 |
|---|---|
| Authors | Yi‐Ying Chang (0000-0003-0321-0671, National Taiwan University of Science and Technology), Adam Smale (0000-0003-2051-9849, University of Vaasa), Seng‐su Tsang (National Taiwan University of Science and Technology) |
| Year | 2013 |
| Volume | 20 |
| Issue | 3 |
| Pages | 464-482 |
| Publication date | 2013-07-25 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Cross Cultural Management An International Journal (JOURNAL) |
| Journal identifiers | ISSN: 1352-7606 • E-ISSN: 1758-6089 |
| Publisher | Emerald (PUBLISHER) |
| DOI | 10.1108/ccm-06-2012-0050 |
| OpenAlex | W2037239990 |
| Language | EN |
| Citations received | 1 |
| References cited | 53 |
Purpose The purpose of this paper is to use a diachronic analysis to explore the influence of country of origin effect and country of management effect on the adoption of human resource management (HRM) practices at different stages. Design/methodology/approach The methodology starts with an intensive literature review to establish an analytical framework by bringing country of origin and country of management effects on the HRM transfers. By using a longitudinal qualitative research design, a total of 164 interviews from four British subsidiaries of four Taiwanese multinationals were conducted to explore the change over time during the HRM transfer processes over a five‐year period. Findings The results provide evidence of the paradox as a result of country of origin effect and country of management effect on the adoption of HRM practices over time. Research limitations/implications It is problematic to conclude absolutely regarding the convergence or divergence of HRM practices. This is due to HRM practices being in a constant state of flux between global integration and local adaptation during the transfer process. Originality/value This is the first empirical study to examine the impacts of country of origin effect and country of management effect on the HRM transfers from emerging multinationals in the advanced economy from a diachronic perspective
Business · Economic geography · Economics · Empirical evidence · Empirical research · Human resource management · Knowledge transfer · Management · Multinational corporation · Originality · Qualitative research · Social science · Sociology · Subsidiary · International Business and FDI · International Student and Expatriate Challenges · Migration, Ethnicity, and Economy · Psychology
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| Unique citing works | 1 |
|---|---|
| Citations per year | 0,09 |
| Citation span | 2015 - 2015 (1) |
| Citation velocity | historical |
| Highly cited | No |
| Citation types | Neutral: 1 |