国际化企业跨文化人力资源管理问题研究

国际化企业人力资源管理工作与一般企业人力资源管理不同,文化的差异是影响该工作的主要障碍。为此本文在对企业的国际化进程作必要分析的基础上,根据当前跨文化的人力资源工作中存在的问题提出了跨文化企业加强人力资源管理的效果。     

企业国际化经营与战略性人力资源管理

随着经济全球化的发展,知识经济时代全面到来,国际化企业之间的竞争日趋激烈,而企业之间的竞争就是人力资源整体素质的竞争。人力资源管理正是组织内部关于人力资源开发与管理的科学方法、合理模式。本文首先介绍了企业的国际化经营给人力资源管理带来的影响,其次针对管理实施的影响因素进行分析,并总结提出了国际化人力资源管理模型,以供参考。     

人力资源管理外包风险及控制

人力资源管理外包是把双刃剑,其优势和风险并存。本文对企业人力资源管理外包活动中可能出现的风险,分别提出了防范策略。本文旨在丰富人力资源管理外包风险及其防范的研究,并为企业实施人力资源管理外包提供参考,提高企业人力资源管理外包的成功率。     

企业人力资源管理模式研究

当今时代,人力资源管理成为当今管理的重点,随着全球经济一体化、竞争国际化,人力资源成为企业发展的核心,知识拥有者有效工作能力的识别和构成、效率评价、能力发展的职业途径等基本理论问题,构成了人力资源管理的理论体系。文章沿着理论-模式-实践这一主线,以人力资源管理为切入点,在人力资源管理相关理论的指导下,揭示了企业人力资源...     

国际化经营中的人力资源管理战略

国际化经营是当前企业做大做强的一种趋势,开展国际化经营对于刚刚走出国门的企业来说,最大的瓶颈就是人才,缺乏人才,在很大程度上制约了企业"走出去"的步伐。国有企业要想走国际化经营的道路,就必须结合本企业的实际,认真分析国际化经营的条件与要求,积极开展人力资源管理的战略策划,建立以人为本的管理理论,从而对国际化经营中的人力资源管理战略进行进一步的研究。     

煤炭企业应对国际化战略的人力资源管理研究

随着企业国家化发展战略的发展，力资源的管理越来越成为现代企业最重要的资源。文章简明阐述了煤炭企业国际化战略对人力资源管理提出的相关要求，并提出了煤炭企业应对国际化战略的人力资源管理策略。     

国际化经营中的人力资源管理战略

国际化经营是当前企业做大做强的一种趋势,开展国际化经营对于刚刚走出国门的企业来说,最大的瓶颈就是人才,缺乏人才,在很大程度上制约了企业"走出去"的步伐.国有企业要想走国际化经营的道路,就必须结合本企业的实际,认真分析国际化经营的条件与要求,积极开展人力资源管理的战略策划,建立以人为本的管理理论,从而对国际化经营中的人力资源管理战略进行进一步的研究.     

浅析旅游服务企业人力资源管理体系的构建

随着国际旅游巨头抢滩中国市场,我国旅游服务行业正酝酿着更为激烈的国际化竞争,国内企业逐渐对人力资源管理有了更多的关注和更高的期待。我国旅游服务企业需要首要解决的是建立起人力资源管理体系,而设计企业人力资源管理体系需要借助现代人力资源管理理念,对原有人事劳资管理体制进行重构。人力资源管理体系的构建无疑是一项系统化的工程,关系到企业的方方面面。     

浅谈心理学在人力资源管理和开发中的作用

在当前机遇与挑战并存的新形势下,企业人力资源管理正面临转型。由于人力资源管理对企业成功的战略贡献日益明显,企业竞争中其他资源的无差异化导致了人力资源成为关注的热点问题。研究人力资源问题时,心理学应该突出自己的学科特点和优势,心理学理论、知识的工具化和可操作化应突显其作用。     

人力资源管理的国际化战略

随着世界经济一体化和区域经济集团化地不断发展,企业之间的竞争越来越激烈,面对一个全球化的市场环境,要在激烈的国际竞争中求得生存和发展,必须在全球的视角下建立全方位的国际化经营战略。人力资源作为企业的第一宝贵资源,是企业获得竞争优势的根本源泉,因此企业必须在国际化战略中首先建立人力资源管理的国际化战略,使企业在国际竞争中获得持续的竞争优势,促进企业的国际化发展。     

Independent directors’ human and social capital,firm internationalization and performance implications: An integrated agency-resource dependence view

Despite the importance of internationalization for many firms and the substantial roles of independent directors as monitors and resource providers in corporate strategic orientation, few, if any, studies have investigated how independent directors with human and social capital contribute to firm internationalization. Drawing upon agency and resource dependence theories, this study argues that independent directors with human and social capital provide firms with strategic advice and adequate resources for internationalization, thereby increasing firm willingness to internationalize. Using 173 Taiwanese electronics firms and a weighted linear fixed-effects regression approach, the results indicate that independent directors’ industry-specific experience, international experience and interlocking directorate ties are positively associated with internationalization and that an inverted-U relationship exists between independent directors’ tenure overlap and internationalization. One implication is that international firms may consider appointing independent directors with human and social capital to the board because they will provide firms with resources necessary for successful internationalization.     

中国企业国际化所面对的人力资源问题

随着经济全球一体化的发展,以及“地球村”的逐步形成,中国已经有越来越多的企业走向国际化。如今中国企业国际化主要表现为“海外并购”的形式,但中国企业的海外并购存在着一些问题。事实证明企业并购中最关键的因素之一是人力资源因素,而中国的人力资源状况并不乐观。虽然中国人力资源的总量多,但是人力资源的素质偏低,从而导致中国企业国际化道路的困难。要想缩小中国人力资源状况对企业并购的影响,中国企业则要注重对国际化人才的培养,企业并购后人员的整合及并购企业双方的文化融合等问题。     

Intangible Resources and Plural Form as Drivers of Franchise Internationalization: Examination within a Two‐Country Perspective

This study focuses on drivers of franchise network internationalization, namely, intangible resources and plural form. Intangible resources refer to those that the franchisor acquires over time and are deemed instrumental to firm success, namely, brand name, monitoring, and know‐how transfer abilities. Plural form refers to the coexistence of franchised outlets and company‐owned outlets within the same network. The empirical study involves 853 U.S. and French networks. Findings indicate that the percentage of company‐owned outlets in international networks is lower than that in purely domestic networks, and this holds for both the combined data sample (United States and France) and the U.S. sample on its own. Moreover, U.S. franchisors are shown to be much more internationalized, with a smaller percentage of company‐owned outlets than their French counterparts. The intangible resource that most strongly affects franchise internationalization is brand‐name recognition, whereas there is partial support for the impact of two other intangible resources, namely, monitoring and know‐how transfer ability. The results of the logistic regression models underscore the importance of intangible resources in franchise network internationalization as well as the significant and negative impact of percentage of company‐owned outlets. Finally, the drivers of internationalization are not found to be statistically different between both countries.     

Firms' use of organizational,personal, and intermediary networks to gain access to resources for internationalization

This study explores which networks are beneficial for gaining resources for firms' internationalization. Little is known about firms' use of organizational, personal, and intermediary networks to gain access to resources for internationalization. Firms are seeking resources through their organization's relationships (organizational networks) and individuals' personal contacts (personal networks). Governmental and industry actors are implementing networks to promote international growth and act as an intermediary between business actors (intermediary networks). We conduct in‐depth interviews with firms and representatives for intermediary networks complemented with a survey. The findings reveal which resources are accessed through the different networks. We find organizational networks provide considerable access to most resources (except financial resources) that are beneficial for internationalization, whereas intermediary networks provide access to reputational, human, and market resources. Personal networks primarily provide access to human resources. This study contributes to theory by giving a more fine‐grained understanding of how different types of networks give access to different resources valuable for internationalization.     

中国企业在国际化进程中的人力资源管理战略

在国际化进程中,中国企业的人力资源管理将面临诸多新问题。如何在复杂的国际化环境下,进行企业的人力资源管理,促进企业国际化进程的发展,是中国企业面临的难题。国际性人力资源管理必须要在人才招聘、选拔、绩效管理及培训开发等方面与企业的国际化战略充分结合,同时还要注重跨文化建设在国际人力资源管理中的重要作用,从而使人力资源管理职能在企业国际化战略的实施过程中起到重要的战略支撑作用。     

Entrepreneurial orientation, management commitment, and human capital: The internationalization of SMEs in India

Small- and medium-sized enterprises (SMEs) make sizeable contributions to the economic success of nations. Research concerning the internationalization of SMEs is available in the context of developed economies but less is can be found dealing specifically with the entrepreneurial behavior and international expansion of SMEs in emerging markets such as India. This research extends the literature addressing the relationships surrounding the internationalization of SMEs in India as related to entrepreneurial behavior, firm resources, and commitment to internationalization. Entrepreneurial orientation, a commitment to internationalization, and the ability to leverage human capital influence the international success of Indian SMEs, based on the analysis of data collected from 150 Indian SMEs.     

Universally-enabling and context-binding resources in new venture internationalization: Evidence from venture capital backed start-ups in an emerging market

Integrating institutional and effectuation theories, we examine the relationship between entrepreneurs’ means and internationalization in an emerging market. Results indicate that some means, such as technical expertise or business network membership, transform into valuable internationalization resources despite difficult institutional conditions. Others, however, such as industry or international experience, are best deployed locally. Findings also indicate that means such as entrepreneurial experience and number of founders act as catalysts of internationalization, allowing for other means to transform into internationalization resources. We extend effectuation theory by showing how different means transform into internationalization resources and contribute to research at the intersection of institutional theory and international entrepreneurship by expanding our understanding of universally-enabling and context-binding internationalization resources. In so doing, we identify a boundary condition to international entrepreneurship theories that emphasize the role of individual resources during venture internationalization by revealing a context in which certain traits exhibit nonstandard relationships with internationalization.     

Perceived resource deficiency and internationalization of small- and medium-sized firms

It is documented in the literature that resource deficiency constitutes a barrier to firms’ internationalization. However, small- and medium-sized firms' (SMEs) perceptual barriers to internationalization have received little attention. By highlighting the importance of managerial perceptions in strategic decisions and integrating the resource-based view and the technology acceptance model, this study examines the role of perceived resource deficiency in SMEs’ internationalization. The major finding of this study suggests that perceived resource deficiency in knowledge-based resources constitutes a major perceptual barrier to SMEs’ internationalization. Particularly, perceived resource deficiency in knowledge-based resources has more negative impact on internationalization than does that in other firm-specific resources.     

人力资源流动的动因与对策分析

人力资本是一种基本的生产要素，人力资源流动是任何市场经济国家必须面对的基本现实。从微观层面来看，人力资源流动受劳动力接受教育的程度、年龄、收入、成本和工作环境等因素的影响，人力资本的逐利性必然流向回报更高的地方。从宏观层面来看，人力资源流动会增加整个社会的产出。产生正的溢出效应。因而。人力资源流动具有自己的动力机制，并且能增加社会总福利。因此，建立统一的人力资源流动市场将会降低人力资源流动成本，促进人力资本优化配置，有利于经济结构的调整与升级，促进社会的全面制度创新。因此，应采取相应的人力资源流动管理对策，促进人力资源合理流动。     

The influence of firm-specific and country-specific advantages in the internationalization of emerging market firms: Evidence from Turkey

This paper examines the role of institutional factors that enable firm- and country-specific drivers of emerging market (EM) firms’ internationalization based on case-based research conducted in one EM, Turkey. Findings indicate that 10 major factors comprised of firm-specific and country-specific advantages drove the focal case study firms abroad: the firm-specific factors ranged from financial and operations supremacy; excellence in value chain activities; inexpensive human resources; rapid learning capabilities in production and technology development; and adaptability to foreign markets; while the country-specific factors included home-government policies supporting internationalization; logistical advantages arising from geographical position; adaptability capabilities resulting from former survival through institutional voids; strong social ties formed through networks; and availability of low cost resources. These findings are discussed and future research questions are offered.