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当前,我国企业的国际竞争力随着改革开放的深入日益增强,越来越多的企业对外进行直接投资,向国际化发展。这些开展国际化经营的企业为了在新的经营环境下能正常运行,保证企业跨国经营战略的实施,实现企业目标,就必须对企业管理方式问题进行较为深入的研究,并作出科学选择。 一、跨国企业的管理问题 跨国企业与国内企业是完全不同的两个企业,两者最突出的区别在于经营环境的不同。跨国企业所面临的环境是多元化的,包括性质不同的人类行为准则、态度及各种语言和社会组织。它所面临的经济环境也很复杂,包括处于不同经济发展阶段和不同经济体制的各类国家。跨国企业的政法环境跨越不同政治倾向的法律、政策及国家主权。跨国企业经营环境的特殊性决定了它面临着国内企业中不存在的管理问题。 相似文献
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跨国品牌本土化的新趋势及启示 总被引:2,自引:0,他引:2
一、跨国品牌本土化的内涵全球化的运作模式是跨国品牌的一个显著特点,是其作为全球竞争者的最低资格。跨国品牌本土化指跨国公司充分利用东道国资源(如自然资源、人力资源、物力资源等),沿袭当地文化传统,建立适应东道国经营环境的生产体系和经营模式。具体内涵如下:1、跨国品牌本土化是生产全球化的反映与体现。跨国企业作为生产全球化的介质与载体,正以各国为车间,世界为工厂,将生产全球化推向世界的各个角落。跨国企业的生产全球化使母国与东道国既相区别又相联系。通过本土化战略,跨国公司可绕过关税壁垒与非关税壁垒,在全球范围内配置… 相似文献
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中国企业开展跨国生产经营起步于改革开放之后,即八十年代初期,与西方发达国家相比,晚了很长一段时间。就当前而言,我们研究与分析现代国际跨国公司发展战略、战术及其新趋势,从中寻求其发展规律、经营特点,以期指导与推动中国企业走出国界加速发展国际化生产经营,争取在世界市场上占有应得的份额和应有的地位。一、现代国际跨国企业发展新趋势。进入叨年代,国际跨国企业发展不断加快,从其宏观战略上分析归纳,可以看出以下几点新的趋向:(-)国际跨国企业发展战略在形式上从初级形态向高级形态转变。1独立子公司。属第一阶段初… 相似文献
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随着改革开放的不断深入,尤其是中国加入世界贸易组织(WTO)后逐步被卷入全球化的大潮中,进入全球化的进程,越来越多的外国企业落户中国,同样中国企业也走出国门,迈向世界,开始了跨国经营的实践。在跨文化经营过程中,对于落户中国的外国跨国企业以及中国的跨国企业,都需要大量的跨国经营人才,人力资源是企业经营至关重要的因素。 相似文献
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随着经济全球化步伐加快,企业国际化经营的趋势越来越明显,特别对于中外合资企业,主要表现在国际贸易合作,国际投资,国际生产等方面规模的逐渐扩大,中外合资企业在实现跨国经营时,面临多元文化的挑战,使得中外合资企业越来越重视跨文化企业管理,目前经济全球化中国际企业普遍实行本地化战略,塑造企业文化,强化企业核心竞争力,基于当前中外合资企业的跨文化管理研究,企业必须建立一套科学的,具有普适性的跨国企业经营绩效评价指标体系,这样才有利于跨国企业经营管理,有利于制定相关跨文化战略,建立异文化之间接轨的桥梁,使之融合在一起,形成具有无限价值的独特的企业文化,全面提高中外合资企业管理效益。 相似文献
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本文主要通过战略思维,确定跨国企业海外经营时的假设性问题,并作为国际人力资源管理研究议题,藉由模型建构与实证研究,得到研究发现,并汇集成研究结论。根据交易成本与委托代理论的假设,跨国企业在海外经营会有市场不完全性与派外人员的委托代理问题,此时采取国际人力资源控制机制是母公司解决这些问题的治理机制。当国际人力资源战略已经选择,应该采用何种国际人力资源控制,以使公司的营运绩效能最大化。 相似文献
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中小企业跨国经营产业与投资区域组合策略 总被引:2,自引:0,他引:2
中小企业跨国经营是指中小企业以出口为导向,面向国际市场,国际性的利用生产要素和管理技能,积极参与国际分工和国际竞争,实行跨国经营。它是当代世界各国在开放经济中,生产力和生产关系日益国际化的结果。从我国的中小企业现状出发,以全球化经济为背景,探讨我国中小企业跨国经营的产业与投资区域组合就显得格外有现实意义。 相似文献
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跨国战略联盟已成为各国跨国企业,尤其是我国企业跨国经营的首选战略,然而战略联盟存在着一个50%—60%的高失败率问题。国外许多管理学家的研究表明,跨企业经营中凡是大的失败几乎都是因为忽略了文化的差异所导致的结果。因此,跨国战略联盟真正面临的难题是,如何对待企业文化间的差异,避免企业文化冲突,进而提高联盟绩效和成功率。 相似文献
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Johannes Schaaper Bruno Amann Jacques Jaussaud Hiroyuki Nakamura Shuji Mizoguchi 《International Journal of Human Resource Management》2013,24(7):1454-1470
European and Japanese multinational corporations (MNCs) have expanded their activities in Asia, usually through massive mobilization of various human resources from head offices, whether expatriated or on short-term assignments, and a reliance on diverse categories of local employees. Because expatriation is costly, difficult and often limited in its results, MNCs have developed localization strategies for management positions to support their regional development. This contribution addresses such a scenario by comparing Japanese and French MNCs in eight Asian countries, based on 53 interviews across subsidiaries of 17 MNCs. We find that Japanese MNCs have not localized management positions as much as French MNCs, but they have grown more willing to do so. To compensate for the lack of local capabilities without sending more expatriates, both French and Japanese MNCs frequently send experts on short-term assignments. Finally, though human resource practices vary widely across countries, even for a given MNC, some harmonizing principles have been introduced to regional HRM strategies recently. 相似文献
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Elaine Farndale Jaap Paauwe Shad S. Morris Günter K. Stahl Philip Stiles Jonathan Trevor Patrick M. Wright 《人力资源管理》2010,49(1):45-66
Considerable attention has focused on how multinational corporations (MNCs) deal with the simultaneous pressures of globalization and localization when it comes to human resource management (HRM). HR function activities in this process, however, have received less focus. The study presented here identifies configurations of the corporate HR function based on international HRM (IHRM) structures, exploring how issues of interdependency shape corporate HR roles. The study is based on 248 interviews in 16 MNCs based in 19 countries. The findings are applied to develop a contextually based framework outlining the main corporate HR function configurations in MNCs, including new insights into methods of IHRM practice design. © 2010 Wiley Periodicals, Inc. 相似文献
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Michael Dickmann 《International Journal of Human Resource Management》2013,24(2):265-283
One of the key questions in international research addresses the tensions arising from international co-ordination and local adaptation of multinational companies' (MNCs) policies and practices. The German business system encourages MNCs to have a long-term, high-investment orientation, to practise intensive management-labour cooperation and to pursue developmental human resource management (HRM). This study analyses six major German MNCs operating in both Britain and Spain and outlines their reasons for the international co-ordination of HRM. It addresses the issue of central control versus local adaptation by looking at the transfer of German HR policies and practices. The cases show that the MNCs were able to preserve substantial ‘German-ness’ abroad. However, the results of the transfer of German HRM were not always positive due to a variety of endogenous and exogenous causes. Barriers to transfer from institutionally strong to weak environments are discussed and possible internal HR approaches are suggested to counterbalance the national business system effect. Their success will depend on head office-foreign affiliate relations shaped by factors such as cross-border communication, trust and power distribution. 相似文献
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Sully Taylor Orly Levy Nakiye A. Boyacigiller Schon Beechler 《International Journal of Human Resource Management》2013,24(4):501-527
This article tests a model of organizational commitment in multinational corporations (MNCs). According to the model, organizational culture and human resource management (HRM) affect employee commitment directly as well as indirectly through top management team orientations. Szpecifically, we examined the effect of top management team global orientation and geocentric orientation, which are seen as contributing uniquely to employee commitment in MNCs. The model was tested on a sample of 1664 core employees working in 39 affiliates of 10 MNCs. We found strong overall support for the model. In particular, organizational culture characterized by high adaptability and a HRM system characterized by high performance work practices were found to have a significant and direct effect on employee commitment. In addition, we found that the effect of these traditional elements of the human organization is partially mediated through top management orientations, specific to international firms. The validity and generalizability of these results are reinforced by the control of a set of demographic variables as well as nationality of parent company. 相似文献
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Sully Taylor 《Human Resource Management Journal》2007,17(4):336-354
Social capital has assumed a critical role in the successful implementation of global strategy for multinational companies (MNCs). The article focuses on the ways in which the international human resource management (IHRM) system and those responsible for it influence the creation and utilisation of social capital in MNCs. It examines the challenges posed to IHRM by the wide diversity of definitions and manifestations of social capital found in the multiple cultural contexts of the global business environment and provides a framework on how to approach the cultural influences on the definitions and behavioural expressions of social capital. It also critically assesses the recommendations that have been made regarding developing social capital in MNCs, the competencies most critical to the ability to develop social capital in multiple cultural settings, and provides a set of recommendations for future research in this area. 相似文献
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Inju Yang 《International Journal of Human Resource Management》2013,24(8):1076-1097
While enjoying success in their home territory in terms of human resource management (HRM) and employee commitment, Korean multinational companies (MNCs) seem to struggle in their overseas subsidiaries to replicate this success in attracting/retaining talent. To explain the HRM challenges seen in many Korean MNCs, we adapt the notion of employees' fairness monitoring in developing a model which illustrates the relationships between clan control in Korean MNCs, employee's perceived fairness and the cultural values of individualism and collectivism. We offer our first set of propositions concerning associations between fairness monitoring and cultural values, before suggesting another set of propositions about relationships between employees' fairness judgement and clan control in Korean MNCs. Figures graphically illustrating of some of our propositions are also presented. Our model proposes that clan control in Korean MNCs may cause perceived low fairness judgement during employees' fairness monitoring in both individualistic and collectivistic cultures. We believe this paper should stimulate further enquiries in international HRM, cross-culture and fairness literatures. 相似文献
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Gary W. Florkowski Raghu Nath 《International Journal of Human Resource Management》2013,24(2):305-324
Comparative management studies have not examined the complex regulatory forces that govern transnational employment relationships nor assessed their potential impact on multinational companies (MNCs). A model is presented to assess the effects that indigenous law, transnational law and organizational policies will have on the human resource management (HRM) function in MNCs. Several propositions are developed as well to guide future research in this area. 相似文献
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Current international human resource management (IHRM) literature focusing on multinational corporations (MNCs) presents evidence of both similarities and differences in the HR practices adopted in different global locations. However, the drivers behind this duality require more detailed investigation. This article focuses on exploring why MNCs position themselves within global markets as they do, exploring how extant theory can help explain the drivers behind both global and national HR practices. Based on a worldwide sample of in‐depth interview‐based case studies of well‐known MNCs, we explore the ways in which different firms react to both institutional and competitive pressures in selecting their approach to HRM. The findings uncover a differentiation between external global competitive isomorphic pressures, external national institutional isomorphic pressures, and internal processes of strategic choice and competitive differentiation. It is suggested that MNCs face all three drivers of HRM simultaneously, leading to different patterns of practice adoption, adaptation and innovation. 相似文献
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Phyllis Tharenou 《International Journal of Human Resource Management》2013,24(6):1095-1114
MNCs need to use a range of options to manage their international operations. The aim of this study was to enhance understanding of how MNCs staff international management positions using a sample of top Australian MNCs across a range of industries. The rationales executives gave for their MNCs' staffing of international management supported selecting managers with higher competency levels for complex overseas assignments. Staffing options were chosen to reduce risks from cultural friction, divergent goals, and asymmetry in knowledge between the parent company and the host operation, chiefly through staffing by parent country nationals (i.e. long-term expatriates, Australians or Westerners already living in the host country or abroad, domestic international managers). Host country managers were used to reduce risks that arose from not being responsive to the host environment and to avoid costs, and when they were least risky to the firm. By contrast, the staffing options also served practical purposes, including deploying expatriate managers to provide skills (competencies) and, less frequently, to develop managers for future management positions in the organization. 相似文献