The impact of cultural dimensions on Chinese expatriates' career capital

The existing expatriation literature confirms that international assignments (IAs) are an essential tool for developing international talent and global managers. However, the majority of relevant studies are conducted in Western developed contexts and neglect the effects on individuals from emerging countries such as China. In the Chinese multinational companies context, this paper explores the concept of career capital comprising knowing-how, knowing-whom and knowing-why. Using Hofstede's cultural dimensions, it investigates the impact of IAs on an individual's career capital. Twenty-eight semi-structured interviews with Chinese expatriates were conducted. Results suggest that the Chinese expatriates develop limited career capital from IAs. The research shows that the Chinese culture plays an important role in shaping organisational practices and individual behaviours and, consequently, the development of expatriates' career capital. It goes beyond the current individual and organisational focuses on IAs to include a cultural perspective on the development of career capital. Implications are rehearsed, exposing areas for further research.     

Organizational Legitimacy and the Strategic Bridging Ability of Green Alliances

Alliances with environmental non‐governmental organizations may benefit multinational corporations (MNCs) operating in developing countries where uncertain socio‐cultural and institutional conditions present higher investment risks. Such ‘green alliances’ can provide strategic bridging services by interceding between MNCs and distant, yet important, stakeholders. From an institutional perspective, strategic bridging success may depend on stakeholder perceptions of alliance legitimacy. In this study the relationship between alliance legitimacy and strategic bridging ability is explored through the case of the Turtle Village Trust in Trinidad and Tobago. Findings suggest that bridging success occurs when organizational legitimacy peaks; that new alliance partners temporarily weaken legitimacy; and bridging with every new targeted stakeholder requires continued acquisition of legitimacy based on their respective values. MNC decisions to form alliances that bridge targeted stakeholders on their behalf should therefore consider the potential of the alliance to acquire and accumulate organizational legitimacy without which strategic bridging efforts may be futile. Copyright © 2011 John Wiley & Sons, Ltd and ERP Environment.     

Transferring human resource practices from the United Kingdom to China: the limits and potential for convergence

Substantial effort has been devoted to exploring the transfer of human resource management practices within multinational companies. Particular attention has been paid to countries with ‘strong’ HRM traditions, to transfers between economically developed countries and to firms in the manufacturing sector. This paper addresses the transfer of a British-owned retail firm's HRM practices from the United Kingdom to the People's Republic of China. From a variety of perspectives the expectation might be that the transfer of parent-country practices in this instance would be limited: HRM has not been considered a particular strength of UK firms; retail firms operate in a multi-domestic context directly serving local customers rather than as part of an integrated international production network; and there is a high cultural distance between the UK and China. When this multinational retailer entered the China market the express intention was to replicate as nearly as possible the management style of its UK stores. This paper examines the extent to which the firm's parent-country HRM practices, which the company increasingly considers as a key source of competitive advantage, have in fact been transferred to the Chinese stores. The paper seeks to provide fresh insights on the phenomenon of transfer by adopting a qualitative case study approach. This study also focuses on shopfloor employees' perspectives rather than purely the view of managerial staff, as has tended to be the case. Several aspects of HRM transfer are explored briefly: communication with the workforce, work pattern, age composition of the workforce, reward system, training, and employee representation. Attention then focuses on the transfer of the firm's relatively flat organizational structure to a country which is perceived to place a high value on hierarchy, and where hierarchies tend to be quite rigid and clearly demarcated. This provides useful insights into the nature of the transfer process. It is suggested that structural dimensions such as the country of origin, the degree of international production integration and the nature of product markets appear to have less utility in explaining the transfer of HRM practices than institutional and cultural features of the host-country environment and, above all, specific firm-level practices and the presence of expatriates in key management roles.     

A theory-based framework for strategic global human resource staffing policies and practices

As multinational enterprises increasingly globalize their operations, managing international human resources strategically becomes a critical factor contributing to overall organizational performance. The strategic management of international human resources has received extensive attention, focusing on staffing issues related to expatriate assignments. However, empirical findings indicate limited success of expatriation as an effective method for managing the breadth of international human resource opportunities. As market opportunities increasingly shift to countries with high cultural distance from the parent organization and as organizations evolve their strategic orientation from multinational to global activities, it appears that an exclusive reliance on expatriation-based staffing will impede effective management of international human resources staffing. The objective of this article is to review and clarify a theory base that can support a range of international human resource staffing systems that might be implemented in a global environment. This discussion uses the combined perspective of agency and expectancy theories and discusses conditions under which specific strategic staffing choices might be most effective.     

Cosmopolitan career choices: a cross-cultural study of job candidates' expatriation willingness

Cosmopolitanism, i.e. openness to divergent cultural experiences, has become a desired characteristic of today's global managers. This study investigates the antecedents of cosmopolitanism and expatriation willingness as a final outcome. The results of surveys in Germany and South Korea demonstrate that cosmopolitanism is a strong predictor of job candidates' expatriation willingness. However, there are some differences in the antecedents of cosmopolitanism between the respondents from the two countries. Living and travelling abroad increase cosmopolitanism for Germans, whereas they have no effect on Koreans. For Germans, cosmopolitanism mediates the relationship between various international exposure variables and expatriation willingness. Explanations and practical implications are provided.     

International recruitment and selection practices of South Korean multinationals in China

South Korean multinational enterprises (MNEs) have developed rapidly since the late 1950s. However, there is little research on, and hence little is known about, how South Korean MNEs manage human resources in overseas operations. To fill this gap, in the literature the current study investigates South Korean MNEs' international recruitment and selection policies and practices in their Chinese operations. It reveals that South Korean MNEs tend to adopt the polycentric approach or a mixed approach of being polycentric and ethnocentric to international staffing, with the number of expatriates dropping gradually over time. South Korean MNEs adopt ‘one-way selection’ in recruiting and selecting expatriates, and localise recruitment procedures and selection criteria for host-country nationals. South Korean MNEs have paid inadequate attention to: first, expatriates' career development; and second, personal and family issues emerging from expatriation and repatriation.     

Financialization of Housing in Brazil: New Frontiers

The financialization of housing has been increasingly identified as an important driver of social and economic change in contemporary capitalism. Focusing on the Brazilian context, this article considers the extent to which recent changes in housing regulations, policies and markets confirm or challenge narratives about the financialization of housing in the international academic debate. I argue that while many of the trends stressed in the literature are apparent, more extreme processes of financialization within the Brazilian housing sector remain limited––not only because of institutional and regulatory constraints, path dependence or political resistance, but also because of fundamental structural conditions of Brazil's position as a peripheral economy. Three different but mutually reinforcing processes are scrutinized in order to evaluate the financialization of housing and its limits in Brazil: the re‐regulation of the real estate financial sector initiated in the 1990s; the changing funding patterns among real estate companies since the mid‐2000s; and the increasing commodification of housing induced by a large‐scale and heavily subsidized housing program launched in 2009.     

Working in the Middle East: Western female expatriates' experiences in the United Arab Emirates

This study is about the experiences of Western female expatriates working in the United Arab Emirates (UAE), a Muslim Arab country in the Middle East. We reveal these expatriates' own interpretations of their adjustment, cross-cultural training (CCT) and social ties and support experiences. On the basis of a survey of 86 female expatriates from Australia, New Zealand, the UK and the USA and subsequent interviews with 26 of them, we find that Western women successfully adjust to life and work in the UAE despite significant cultural differences between their home countries and the UAE. Surprisingly, Western female expatriates do not find lengthy rigorous CCT critical to their assignments in this country. They see such training as an unjustified cost due to the fact that they rarely interact with host nationals and are much more frequently exposed to other Westerners and representatives of other cultures while undertaking their assignments. The large Western expatriate community is highly appreciated as the primary source of social ties and support for our respondents, whereas interacting with host country nationals is rather an exception and does not provide essential ties and support. Our findings have implications for multinational companies (MNCs) operating via expatriation in the UAE and for Western female expatriates who consider this country as their assignment destination.     

Transnational Management Influence over Changing Employment Practice: A Case from the Food Industry

The means by which multinational companies (MNCs) develop and diffuse transnational industrial relations practices are the focus of this article. It elaborates different channels through which international management exercises influence over local practice in operations across different countries. Drawing on survey findings, it identifies the kinds of MNC in which the exercise of such transnational influence is most prevalent. The processes involved are investigated through an in-depth study of a European food MNC. This highlights the importance of ‘unobtrusive’ channels of transnational influence operating within a structure which promotes both cooperation and competition between local units.     

Multinational Companies and Human Resource Management: an Overview of Research Issues1

Anthony Ferner, who is Principal Research Fellow in the Industrial Relations Research Unit at the University of Warwick, uses a wide range of literature and recent empirical research to examine the consequences for HRM of central facets of multinational companies – corporate structure and strategy, country of operation and country of origin. How, for example, do they impact on the degree of cross-national coordination of human resource policies? Are there distinct ‘national’ cultures that infuse these policies? How does ‘corporate culture’ interact with national management cultures of ‘host’ countries? In considering the implications of the discussion for a future research agenda, he emphasises the need to redress the overwhelming concentration in the existing literature on US and Japanese companies.     

Rhetoric,facts and self-fulfilling prophecies: exploring practitioners’ perceptions of progress in implementing HRM

Although the virtues of ‘HRM’ are widely espoused by its proponents, evidence of its widespread uptake by UK companies has invariably been disappointing. Why? A survey using questionnaires completed by 98 personnel and HR practitioners in a sample of 350 major UK companies was used to explore perceptions of ‘progress’ in implementing HRM, and this was followed-up by interviews of 24 survey respondents. While the survey and interview evidence clearly indicate that progress towards HRM is a profoundly contradictory and unfinished process, it also raises serious questions about the ability of the HR function and role to facilitate, oversee or lead processes of implementation.     

Brazilian management gurus as reflexive soft-HRM practitioners: an empirical study

This article is an empirical study of Brazilian management gurus, that is, Portuguese-speaking gurus who practise almost wholly in Brazil. It is based on secondary, and primary elite interview data, and finds that Brazilian gurus are reflexive, national-culturally congruent, soft-HRM practitioners, a collective institution working with companies on the implementation of soft-HRM initiatives. Identifying Brazilian gurus in this way is our first contribution. Our second contribution is to provide an empirical account of the very existence and work of these particular national gurus, distinguished from international gurus (like Tom Peters), and not otherwise mentioned in the literature on gurus or soft-HRM. Our third contribution is to present gurus' own understandings of their practice in this soft-HRM role. This they relate to the Brazilian cultural context, and distinguish from that of business schools and motivational speakers. They also identify personally unique characteristics. Our final contribution, taking these three together, is to explore their implications for understandings of HRM, in Brazil and internationally, particularly in relation to the role management gurus.     

Compelled to go abroad? Motives and outcomes of international assignments

This article examines the motives of expatriates and repatriates to accept international assignments and how these motives relate to individuals' perceptions of expatriation outcomes. Issues of adjustment, satisfaction, withdrawal intentions, willingness to relocate again in the future, and recommendation of an assignment to others were considered as outcomes. The data were collected through semi-structured interviews of 30 Portuguese expatriates and repatriates. The results indicate that a considerable number of participants relocated because they felt compelled to do so by their employing companies. Moreover, the extent to which organizations persuade these originally unwilling expatriates seems to have negative implications in terms of their perceptions of the adjustment process, general satisfaction with the assignment, and withdrawal intentions. Compelling behaviour also has career implications and impacts individual receptiveness to relocate in the future. Suggestions for further research and implications for organizations and prospective expatriates are also presented.     

Cross-cultural differences in upward ratings in a multinational company

Differences between countries in the favourability of upward ratings were examined in a multinational corporation. Data were collected from 6,400 subordinates in ten countries. The results showed that the US and European countries were higher than Brazil and Asian countries on a number of items. A discriminant analysis revealed sets of items that maximally discriminated between groups of countries. The results were interpreted post hoc based on Hofstede's (1984) study of country differences in cultural values. Some results indicated changes in values since Hofstede's data were collected twenty years ago, while others indicated that values in some countries have not changed. The results have implications for calibrating upward feedback and evaluating the need for, and likely effectiveness of, interventions to guide how an organization is managed.     

Strategies of Waste: Bidding Wars in the Brazilian Automobile Sector

Since the mid‐1990s, Brazil has become one of the main recipients of foreign direct investment in the automobile sector. As in the late 1950s and early 1960s, world car manufacturers are investing heavily in the building of new car plants. The renewed interest of car companies in Brazil is a result of the huge and expanding internal market and the relatively stable macroeconomic panorama of the mid‐1990s. However, and in contrast to what happened in the 1950s and 1960s, most new car plants are being located outside the São Paulo metropolitan area, the traditional hub of the Brazilian motor industry. Although some argue that, among other reasons, this is the result of lower labour costs elsewhere in Brazil and of improved infrastructure in the country, this article aims to demonstrate that the recent decentralization of the Brazilian motor industry is basically linked to perverse territorial competition among Brazilian states. This sort of territorial competition – known in Brazil as the ‘fiscal wars’– represents a pure waste of resources, both for the states engaged in them, as well as for Brazil as a whole. Depuis le milieu des annès 1990, le Brésil est devenu l'une des principales destinations de l'investissement direct à l'étranger dans le secteur de l'automobile. Comme vers la fin des années 1950 et le début des années 1960, les fabricants mondiaux de véhicules investissent massivement dans la construction de nouvelles usines. Le regain d'intérêt de ces sociétés pour le Brésil résulte en partie de la taille et de l'expansion du marché intérieur, ainsi que de la relative stabilité du paysage macroéconomique du milieu des années 1990. Pourtant, et contrairement au phénomène précédent, la plupart des nouvelles usines s'implantent hors de la zone métropolitaine de São Paulo, centre traditionnel de l'industrie automobile brésilienne. Pour certains, ce choix provient, entre autres raisons, du fait que les co? ts du travail sont plus faibles partout ailleurs au Brésil et que les infrastructures se sont améliorées; cependant, cet article vise à démontrer que la récente décentralisation de l'industrie automobile brésilienne est fondamentalement liée à une concurrence territoriale perverse entre états brésiliens. Ce type de compétition – appelé au Brésil les ‘guerres fiscales‘– constitue un pur gaspillage de ressources, à la fois pour les états protagonistes et pour le pays tout entier.     

Multinational Britain: Employment and Work In an Internationalised Economy

Paul Marginson, who is a Senior Lecturer in Industrial Relations at the University of Warwick, draws on the second Company Level Industrial Relations Survey to provide new data on, and an assessment of, the role of Britain in a global economy increasingly shaped by the corporate decisions of multinational companies. He emphasises the multinational character of Britain's economy as compared with those of other large industrialised countries; considers the contrasting implications of the activities of multinational companies for employment practice; and explores the factors underlying the considerable variation evident in the actual practice of multinational companies.     

制度约束、国家文化差异与企业跨国并购绩效——文化差异的竞争性中介作用

本研究结合组织行为和战略管理的相关理论,从制度约束和文化差异两个方面因素入手,研究了影响中国企业跨国并购绩效的原因.先构建了这三个变量的多元回归模型,然后分别用Baron和Zhao提出的方法来检验中介变量.研究发现:(1)中国企业在制度环境复杂的国家的并购绩效比较好;(2)并购双方所在的国家文化距离越大,并购之后的协同效应越大;(3)文化差异在以营商环境指数表示的制度环境与以Tobin'q表示的并购绩效之间起到竞争性中介效应.     

Case Studies of Technological Change and Organisational Culture

Abstract

This paper focuses on technology as a central force in shaping cultural and environmental conditions as well as their interrelationships within an organisation. The research was carried out in Systems India Ltd., a subsidiary of Systems Corporation of USA, which is one of the oldest multinational corporations in the world. The two case studies from Systems India Ltd. bring out the ‘role of strategy in technological changes’ and the ‘role of leadership in technological changes.’ The findings of these two case studies when compared with three partner companies in similar industry indicated similar relationship between culture and technological change and organisational culture in Systems India Ltd.     

Flexpatriate assignments: a neglected issue in global staffing

The demands of managing international assignments are major considerations within strategic IHRM theory and most frequently considered within long-term employment choices between parent-country expatriates or host-country nationals. Yet recent studies from the Centre for Research into the Management of Expatriation (CReME) (Harris, ; Petrovic, ) have highlighted the frequency of alternative types of international assignment, which they classify as ‘short-term’, ‘commuter’ and ‘frequent flyer’ assignments, which are now a regular part of global business life. This paper reports on a case study of one Austrian multinational organization and highlights management issues in terms of incidence, purpose, management and personal impact for assignments involving frequent travel without relocation (flexible expatriation) compared with traditional expatriate assignments. It begins by reviewing the emphasis on expatriate assignment before presenting evidence regarding the extent of alternative forms of international assignment. The research method and background to the study are then discussed before the findings are presented and discussed.     

East meets West: the case of Polish expatriates in the UK

This paper attempts to redress the balance in research on expatriation by exploring the experiences of an under-researched group of expatriates in an under-researched destination. Although there has been an increase in research on the adjustment of expatriates, the focus of IHRM research has, to date, tended to view the expatriation process through a narrow lens, emphasising the role of managers from affluent ‘Western’ countries working in less affluent countries. The growing numbers of multinationals and therefore expatriates from other countries means that the research agenda must be broadened, in this case to the experience of Poles in the UK. By focusing on expatriates from a former socialist economy we highlight the differing motives and experience of adjustment that they face. We show how the economic and social benefits of this East–West transfer can be a powerful motivating factor and may override adjustment difficulties. Furthermore, the analysis of East to West European expatriate transfers, from less to more developed nations, contributes to and widens the range of parent and host countries studied within the realm of expatriate adjustment.