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Über dieses Buch

In this book, Korean multinational enterprises management strategies in China are analyzed. China is re centering Asia around its newfound economic might, even as neighboring countries such as Japan and Korea will remain more economically developed for generations to come. How do Asian companies adapt to the Chinese market? In this fascinating study, Haiying Kang and Jie Shen investigate how Korean enterprises have adapted human resources practices to the evolving corporate climate in China. Unorthodox blends of culture, legal expectations, and more make the market a truly interesting one to explore HRM practices on the margins. Compelling for academics in HRM but also related social sciences, HR practitioners, and corporate leaders alike, this book is a timely look at new Asian corporate cultures.

Inhaltsverzeichnis

Frontmatter

Chapter 1. Introduction

In this introductory chapter, we first discuss the IHRM concepts including definitions, characteristics and development of the IHRM literature, approaches to IHRM, and factors determining these approaches. Subsequently, we discuss the HRM practices in South Korea and the development of South Korean MNEs and the HRM practices and the development of inward FDI in China. Next, we explain the methodology of the research. Finally, we outline the structure of the book.
Haiying Kang, Jie Shen

Chapter 2. Methodology

This chapter addresses the research method used in the study. This study implemented a mixed research methodology. Specifically, the qualitative study investigated the IHRM policies and practices and the use and management of non-traditional expatriates of South Korean MNEs in China. Content analysis was used to analyze the interview data from ten South Korean MNEs. The data for the quantitative study were collected through surveys involving 485 host-country nationals (HCNs). Structural equation modeling was employed to test the hypotheses.
Haiying Kang, Jie Shen

Chapter 3. International Recruitment and Selection Policies and Practices

This chapter discusses international staffing policies and practices of South Korean MNEs in China, including international staffing approaches, reasons for adopting the staffing approaches, recruitment and selection procedures and criteria, and repatriation management. The international recruitment and selection policies and practices that South Korean MNEs employed in China can be characterized as polycentric in international staffing, ‘one-way selection’, localized HCN recruitment and selection, and a lack of emphasis on cultural adjustment and career development in expatriation and repatriation management. These characteristics can, to a great extent, be explained by the existing IHRM models which argue that IHRM practices are influenced by host-contextual and firm-specific factors.
Haiying Kang, Jie Shen

Chapter 4. International Training and Development Policies and Practices

This chapter explores international training and management development, an under-researched topic in the IHRM literature. The sample South Korean MNEs provided expatriates with extensive language training prior to departure and following arrival, but inadequate and low-rigor cross-cultural training. Limited training was provided to HCN production and office workers. The sample MNEs paid little attention to management development to both expatriates and HCNs, which had a negative effect on employee organizational commitment and retention. South Korean MNEs tended to adopt an integrated approach to HCNs’ training and development. This finding provides some support to the national cultural view and relative strength theory.
Haiying Kang, Jie Shen

Chapter 5. International Performance Appraisal Policies and Practices

This research provides important insights into how South Korean MNEs manage and what approaches they adopt to managing performance appraisals in their Chinese subsidiaries. It reveals that South Korean MNEs tended to adopt the ethnocentric approach to managing performance appraisal practices for expatriates and an integrative approach for HCNs in their Chinese subsidiaries due to the relative strength effect and contextual differences between China and South Korea. Based on the findings, it can be argued that MNEs originating from advanced economies and operating in less-developed countries tend to adopt an ethnocentric approach to international performance appraisals. Conversely, MNEs from less-developed economies operating in developed countries are more likely to adopt a multi-domestic (localized) approach to international performance appraisals.
Haiying Kang, Jie Shen

Chapter 6. International Reward and Compensation Policies and Practices

This chapter investigates how expatriates and HCNs are remunerated in South Korean MNEs operating in China. The sample MNEs adopted different approaches to reward and compensation for expatriates and HCNs, and to focal and peripheral components of reward and compensation. The transfer of reward and compensation is due to the relative strength of the home economy over the host economy. In the meantime, the localization tendency of reward and compensation resulted from contextual differences such as economic development and cost of living.
Haiying Kang, Jie Shen

Chapter 7. The Use and Management of Non-traditional Expatriates Working for South Korean MNEs in China

This chapter focuses on the use and management of non-traditional expatriates in MNEs, especially non- Western contexts, which has attracted little research attention thus far. More specifically, the current study explores the trend of using and management of non-traditional expatriates of South Korean MNEs operating in China. Utilizing non-traditional expatriates has been on the rise in the sample MNEs, and they undertook similar roles to the long-term expatriates including control, problem-solving, management development, and knowledge transfer. It is evident that formal and systematic policies are lacking when it comes to selecting, training, evaluating, and rewarding non-traditional expatriates.
Haiying Kang, Jie Shen

Chapter 8. The Effects of IHRM on Employee Outcomes

In this chapter, we propose and test a model that the willingness of HCNs to help expatriates is influenced by IHRM practices in international subsidiaries of MNEs. Results showed that high-commitment HRM practices directly and indirectly influence HCNs’ willingness to help expatriates through the mediation of POS. Socially responsible HRM indirectly influences the criterion variable through the mediation of organizational identification. Moreover, POS and organizational identification sequentially mediate the effect of high-commitment HRM on HCNs’ willingness to help expatriates. These findings shed some light on organizational antecedents that go beyond personal and intrapersonal factors of HCNs’ attitudes and behaviors toward expatriates.
Haiying Kang, Jie Shen

Chapter 9. Conclusions

In this concluding chapter, firstly, the research questions are revisited; and secondly, theoretical contributions of the research findings are evaluated. This is followed by addressing the practical implications for MNEs. Subsequently, limitations of this research and suggested future research directions for this topic are explored. Finally, this chapter finishes with an overall conclusion on the major themes covered here.
Haiying Kang, Jie Shen

Backmatter

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