Internationalization and HRM strategies across subsidiaries in multinational corporations from emerging economies—A conceptual framework

The rapid rise of multinational Corporations (MNCs) from emerging economies has led to greater interest and urgency in developing a better understanding of the deployment and diffusion of managerial strategies from their perspective and without assuming the prevailing Western ethnocentric orthodoxy. This paper develops a conceptual framework of global HR strategies and practices in MNCs from emerging economies across their subsidiaries in both developed and developing markets. Using data from a pilot study of an Indian MNC, it provides insights and guidance into the motives, strategic opportunities and constraints in cross-national transfer of HR policies and practices in a multi-polar world.     

An exploratory study of organizational flexibility in Malaysia: a research note

This note reports on an exploratory study examining the relationships between rules on employee behaviour and on management discretion and other aspects of organizations in Malaysia. Using the data from thirty-five Malaysian organizations, the authors highlight the differences between the implications of the rules for the two groups and their relationships with company performance.     

Is quality management a prime requisite for globalization? Some facts from the sports industry

Countries have progressed during the decades through internationalization of their products. Pakistan is also trying hard to internationalize its products and has succeeded as far as the textile and sport ware industries are concerned. Pakistani Sports industry, though always relying on high quality products, lacked a formal quality management program till 1990’s. It was during this decade that most sports industries adopted a formal quality management program in the shape of ISO-9000. This paper encompasses different aspects of quality management and establishes its role in internationalization. Research findings presented in this paper are carried out in two phases. In phase-I, the detailed analysis of 6 sports industries is done, whereas in phase-II, a survey of one hundred industries was conducted and the role of quality management was established based on obtained results. It was found that 85% companies adopted ISO-9000 as a formal quality management program. The quality impact on internationalization was probed and it was found that the following quality management programs increased the sale, exports, profitability and the well being of the owner and the workers.     

Factors influencing partner selection in strategic alliances: the moderating role of alliance context

The growth of alliances has generated considerable interest in this topic among both academics and practitioners. While multiple factors may affect alliance success, partner selection emerges as one of the most influential. Previous studies on alliances present general models that assume the factors (e.g., trust, commitment, complementarity, financial payoff) that drive partner attractiveness and, in turn, the likelihood of selection, are consistent across varying alliance projects and situations. In contrast, the present study proposes a contingency approach grounded in management control theory that suggests the criteria managers use in choosing alliance partners will vary by alliance project type. Specifically, it introduces a framework that addresses when and why managers select partners with certain, specific characteristics. The results of the present study strongly support hypotheses that the critical criteria for assessing alliance partner attractiveness and selection vary depending on the differential levels of process manageability and outcome interpretability inherent in a strategic alliance. Implications for theory and practice are discussed. Copyright © 2008 John Wiley & Sons, Ltd.     

The Growing Relationship Between China and Sub-Saharan Africa: Macroeconomic, Trade, Investment, and Aid Links

China's economic ascendance over the past two decades has generatedripple effects in the world economy. Its search for naturalresources to satisfy the demands of industrialization has ledit to Sub-Saharan Africa. Trade between China and Africa in2006 totaled more than $50 billion, with Chinese companies importingoil from Angola and Sudan, timber from Central Africa, and copperfrom Zambia. Demand from China has contributed to an upwardswing in prices, particularly for oil and metals from Africa,and has given a boost to real GDP in Sub-Saharan Africa. Chineseaid and investment in infrastructure are bringing desperatelyneeded capital to the continent. At the same time, however,strong Chinese demand for oil is contributing to an increasein the import bill for many oil-importing Sub-Saharan Africancountries, and its exports of low-cost textiles, while benefitingAfrican consumers, is threatening to displace local production.China poses a challenge to good governance and macroeconomicmanagement in Africa because of the potential Dutch diseaseimplications of commodity booms. China presents both an opportunityfor Africa to reduce its marginalization from the global economyand a challenge for it to effectively harness the influx ofresources to promote poverty-reducing economic development athome. JEL codes: F01, F35, F41, N55, N57, Q33, Q43