Market orientation,HRM importance and competency: determinants of strategic HRM in Chinese firms

This study examined three factors leading to a firm's adoption of strategic human resource management (SHRM): market orientation, HRM importance and HRM competency. Using a sample of firms from China, empirical results showed that the three factors are significantly related to a firm's adoption of SHRM. Given the transitional nature of the Chinese economy, the moderating effects of ownership types and firm size were also investigated. However, the moderating effects were not as strong as predicted. Managerial implications and directions for future research of SHRM in an emerging economy context are discussed.     

当前我国对外直接投资的战略选择

自我国实行对外开放,尤其是加入世界贸易组织以来,国民经济快速增长,经济实力不断增强,外汇储备急剧增长,这为我国企业对外直接投资提供了强大的物质基础。国际收支顺差持续增加,人民币呈升值趋势以及国际贸易摩擦加剧,将促使国内企业加快对外直接投资的步伐。本文重点探讨对外直接投资的思路及其路径,提出重点发展优势驱动型和优势创造型对外直接投资及其对策与措施。     

日本对外直接投资特征及其对中国的启示

我国对外直接投资起步晚但发展快,要想充分发挥后发优势,需要学习和借鉴先进国家的经验教训,做出具有前瞻性和预判性的战略部署。日本是亚洲对外直接投资最发达的经济体之一,其经验教训值得我们研究。本文回顾了日本对外直接投资的演化历程,归纳了日本对外直接投资的特点,提出了对我国对外直接投资具有现实意义的启发。     

中国利用外资与对外直接投资结构比较及启示

改革开放以来,我国在利用外资和对外直接投资上取得了巨大的成就,从而加速了我国经济发展,使我国经济日益融入全球化。本文通过从存量结构、产业结构、区位结构和投资方式结构四个角度对中国利用外资和对外直接投资的比较分析,从中得到一些启示,以有利于推动利用外资与对外直接投资的共同发展。     

从内部资本市场角度分析新兴市场企业集团多元化

活跃于高速发展的市场经济环境中的多元化企业集团,是现代新兴市场中的主导性企业组织,新形势下从内部资本市场角度对新兴市场企业集团多元化展开研究,具有十分重要的现实意义和战略意义。     

谈发达国家的对外直接投资

伴随着全球经济一体化和投资自由化程度的进一步加深,对外直接投资的深度和广度不断增加,而且长期以来发达国家在这一领域一直占据了主导地位。本文通过分析发达国家的对外直接投资情况,从中总结我国对外直接投资发展过程中可以学习的经验,希望为我国对外直接投资的发展提供建议。     

外商直接投资的负效应与金融危机--来自马来西亚的证据

以马来西亚为例分析了外商直接投资对国际收支可能带来的影响。虽然外商直接投资本身并不会直接引发金融危机，但是其负效应可能通过影响经常项目收支进而引发金融危机。本文在对我国引进外商直接投资情况进行分析的基础上，就如何在吸引、利用外商直接投资的过程中防范和化解可能带来的或累积的金融风险提出了一些政策建议。     

南非标准化发展趋势研究

文章通过对国家标准馆馆藏的南非国家标准文献资源的调查,利用定量分析方法试从南非标准时效性、技术领域等方面分析南非标准化发展趋势,确定南非重点发展的标准化领域,从而为我国开拓南非新兴贸易市场提出参考性建议。     

Neo-pluralism as a theoretical framework for understanding HRM in sub-Saharan Africa

This paper discusses the 'social' nature of employment management problems in sub-Saharan Africa (SSA). 'Applied' Western HRM is largely based on unitarist conceptions of organizational reality. Where conceptions suggest a 'stakeholder' perspective, they tend to follow orthodox formulations of pluralism. In that regard, notions of 'stakeholding' refer to the divergent internal organizational interests (mainly economic) of labour and management. In the SSA context, however, the broader social and moral issues of the wider community have a decisive influence on the employment relationship. And internal employment relations structures, such as trade unions, do not constitute the main representative channels for employee grievances. Consequently, established Western employment frames of reference do not represent suitable theoretical frameworks for analysing all the relevant social factors that influence the SSA employment relationship. This paper proposes a modified version of Ackers' (2002) 'neo-pluralist' theoretical framework as the basis for understanding and resolving some of issues involved in HRM in SSA. From this analysis, it proposes a model of HRM that attempts to institutionalize some elements of the 'African social system' into formal HRM policies and strategies.     

Resilience,wellbeing and HRM: a multidisciplinary perspective

Abstract

Research on resilience has accumulated a vast body of knowledge which has assisted in comprehending complex HRM issues in diverse organizational settings. Yet, the existing studies have hitherto not paid sufficient attention to the multifaceted aspects of resilience and occupational contexts. We join the conversation with resilience, wellbeing and HRM by suggesting that investigating resilience from a multidisciplinary perspective situated in varying occupational contexts can advance our collective understandings of the phenomena in important ways. This paper has three general objectives. First, we show that resilience has been a long-standing issue in organizational behavior and organization studies and provide an overview of the puzzles that underpin and trigger this special issue. Second, we highlight the key insights and contributions of the papers included in this special issue by reviewing their theoretical underpinnings, methodological approaches and findings. Finally, we outline a future research agenda on resilience in organizations that can help advance international HRM research.     

Emerging Multinationals from Mid‐Range Economies: The Influence of Institutions and Factor Markets

This paper revisits and extends our earlier work (in 2005) in the pages of this journal. We argue that there is a need for more fine‐grained understanding of the country context along two dimensions: (1) institutional development and (2) infrastructure and factor market development. Specifically, we propose an enriched typology of emerging economies with a focus on mid‐range emerging economies, which are positioned between traditional emerging economies and newly developed economies. Then we examine new multinationals from these mid‐range emerging economies that have internationalized both regionally and globally. We outline directions for further research based on this typology in terms of (1) government influence, (2) resource orchestration, (3) market entry, and (4) corporate governance regarding the internationalization strategy of these emerging multinationals from mid‐range economies.     

The role of organizational culture and HRM on training success: evidence from the Canarian restaurant industry

This research aims to analyse the influence of organizational culture and human resources management (HRM) practices on the success of training at restaurants. Effective training is especially important for modern restaurants that aim to gain competitive advantage by means of good quality service and performance of their employees. To achieve this objective, an empirical study was conducted on 137 restaurants in the Canary Islands. Results show that organizational culture does not influence the success of the training programmes unless HRM practices that support the training process are implemented. Specifically, the study reveals the full mediating role of HRM practices between a continuous learning culture and effective training.     

The dynamic nature of HRM implementation: a structuration perspective

Abstract

Over the past decades, scholars have dedicated substantial attention to the process of HRM implementation. Most progress has been made with debates on HRM system strength, roles of organisational actors in HRM implementation, and intended, actual and perceived HRM. In this paper, we challenge the current view on HRM implementation as being too static and one-directional. By building on structuration theory, we show that the process of HRM implementation is less straightforward than has been previously assumed. After their initial introduction, HRM practices evolve through turbulent developments. Furthermore, instead of neatly distributed roles following meticulously scheduled planning, HRM practices are influenced by various organisational actors. For successful implementation, HRM practices need to become inscribed into the interpretive schemes of organisational actors, resources have to be distributed, the HRM practice has to gain legitimacy. We develop a comprehensive framework that assists in understanding the process of HRM implementation.     

The relationship between HRM practices and service behaviour in South African service organizations

This paper reports on findings from research conducted in South African service organizations that frontline employees' perceptions of HRM practices have a direct influence on their service behaviour. Specific HRM practices have more impact than others and this was attributed to the influence of external factors such as the socio-political situation and national culture and to internal factors linked to the way managers implemented the HRM practices in the organization. Organizational commitment was found to play a mediating role in the relationship between frontline employees' perceptions of HRM and their service behaviour.     

FDI是否提升了发展中东道国的经济增长质量

利用PCA方法测算主要发展中引资国的经济增长质量,采用静态面板和系统GMM方法考查了FDI的作用及政府的影响。研究发现,亚太、非洲和拉美地区的经济增长质量基本呈稳步上升趋势,FDI显著提升了东道国的增长质量,其贡献主要在于对增长效率和可持续性方面的作用,政府对有效利用外资具有积极作用。子样本分析显示：亚太地区外资作用最为显著,拉美地区政府干预效果最好;政府作用随市场化进程逐渐降低,自由流动的FDI更符合良性增长的要求。     

四川省外商直接投资(FDI)的历史分析及趋势预测

在新一轮西部大开发的背景下,选取1996-2013年间四川省FDI的相关数据,从不同方面回顾了其历史发展状况,分析了四川省利用FDI的现状并利用计量模型对未来五年的FDI进行预测。     

The role of HRM practices in product development: Contextual ambidexterity in a US MNC’s subsidiary in India

Abstract

Recent studies have started exploring the linkages between organisational ambidexterity (OA) and HRM practices. OA is noted as a critical resource in achieving product, process, and business model innovations. By adopting an inductive case study of a US MNC subsidiary in India, we found empowerment-focused HRM practices were being used for exploration of new ideas and efficiency-focused HRM practices were adopted for the exploitation of the organisation’s existing strengths. Empowerment-focused HRM practices created a culture of openness and risk-taking, which facilitated the creation of an ambidextrous context. Further, ambidextrous learning was moderated by the adoption of a managerial/leadership style that focused on ‘mirroring competencies’ between the parent operation and its subsidiary. HRM practices were aimed at developing behaviours that valued the team-based co-development of graphic processor designs by means of a ‘parallel processing’ approach to product development. Additionally, the HRM practice of offering intrinsic employee rewards and both informal and formal training facilitated OA in delivering product innovation. This study represents a pioneering exploration of multiple levels of analysis (individual, functional, and organisational) for product innovation through the lenses of ambidexterity, innovation, and HRM practices. The implications for both theory and practice are also discussed.     

The RBV theory foundation of strategic HRM: critical flaws,problems for research and practice,and an alternative economics paradigm

The resource‐based view (RBV) of the firm is a guiding paradigm for strategic HRM research. This article explores the RBV–strategic HRM intersection, identifies and critiques RBV weaknesses and problem areas, develops new implications for RBV–strategic HRM theory and empirical work, and develops an alternative economics‐based decision model for making HRM choices. The article focuses on four RBV–strategic HRM dimensions: HRM performance and the ‘no rules for riches’ proposition; alternative definitions of value and competitive advantage and implications for strategic HRM's dependent variable; neglect of marginal decision rules and consequent misprediction of optimal HRM adoption; and the impact on employee relations of RBV‐guided rent‐capture practices. Numerous implications for theory and practice are developed; also suggested is a new paradigm approach for strategic HRM theory.     

Strategy and HRM in nonprofit organizations: evidence from Canada

Unlike other sectors, human resources (HR) of nonprofit organizations cannot be replaced with investment in physical capital. Moreover, the importance of HR has been further heightened by changes in the operating environment of the sector. Using the Miles and Snow (1978 Miles, R.E. and Snow, C.C. 1978. Organizational Strategy, Structure, and Process, San Francisco, CA: McGraw-Hill.  [Google Scholar]) strategic typology, this paper explores strategic HRM in public service nonprofits by examining the importance attached to HRM based on their strategic types. The results of a survey of 79 nonprofits and 7 case studies suggest that strategic HRM was not evident in nonprofit organizations. Defenders, analysers, and prospectors were not different from reactors in the importance they attach to recruitment, compensation and labour relations. However, training was found to be more important among defender than prospector nonprofits. The lack of alignment between HRM and strategy highlights the need for nonprofits to find a way to address their HR capacity challenges and enhance effectiveness of strategy.