Global Diffusion of Human Resource Practices: Institutional and Cultural Limits

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Emerald Group Publishing, Jun 30, 2008 - Business & Economics - 308 pages
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The competitive forces generated by globalization act to promote the cross-national diffusion of human resource management 'best practices'. In particular, high performance work practices have come to be viewed as the standard as companies in many parts of the world have endeavored to 'Americanize' their employment and management systems. Yet cultural, institutional, and ideological forces continue to offer resistance to the global convergence of HR practices. This volume contains papers from authors in Europe, Asia, Africa, and US who explore diffusion in a variety of national contexts. Different methodologies and perspectives provide a range of interpretations regarding diffusion and convergence.
 

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Contents

Introduction
1
Is there a global missing link in HRMquest
9
Innovators or adaptersquest
33
The introduction of teamwork at SEATVolkswagen
59
A multinational firm focus
89
Chapter 5 Human capital theory and practice in Russian enterprises
125
Chapter 6 The adoption of HR strategies in a Confucian context
145
Preliminary evidence from manufacturing industries in Taiwan
171
Do cultural differences play a rolequest
191
Correlations with socioeconomic factors and effects on management and human resources practices
211
Importance and effects in India Kenya and China
235
A comparison of Indian MNCs and affiliates of foreign MNCs in India
267
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About the author (2008)

Dr John J. Lawler is currently a Full Professor of the Institute of Labor and Industrial Relations, University of Illinois at Urbana-Champaign, U.S.A.

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