Implications of integration between international business strategies and international HRM: case studies of Japanese and Taiwanese companies operating in China
Date
2009
Authors
Zhu, Y.
Chen, I.
Mito, T.
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Ursah, J.R.
Baines, H.V.
Baines, H.V.
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Book chapter
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Source details - Title: Globalization: understanding, management, and effects, 2009 / Ursah, J.R., Baines, H.V. (ed./s), Ch.1, pp.1-29
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Abstract
Under the influence of globalization, different international business strategies require support of unique international HRM policies and practices in order to make the business successful. A critical challenge is how to integrate international business strategies and international HRM. The increasing debate on this topic is along the rational choice between the policies of HQ control, global integration and localization. However,the difficulty is how to achieve a balanced approach between these policies in reality.This chapter illustrates the issue of a balanced approach towards the integration between international business strategies and international HRM by using case studies of Japanese and Taiwanese companies operating in China. There are several reasons for developing this project: 1. China is one of the most dynamic economies in East Asia with huge FDI and many MNEs are operating in China. The outcome of this research would have some general implications of MNEs operating in one of the largest emerging economies in East Asia. 2. Japanese and Taiwanese MNEs have been the leaders in terms of offshore investment and production in East Asia. In fact, both Japanese and Taiwanese MNEs are the leading groups of foreign investment in China and other part of Asia. By investigating these two types of MNEs, it would help us to have a better understanding about their strategic consideration of offshore investment and business operation as well as their approach towards the integration of international business strategies and international HRM. The feedback of this project would benefit both Japanese and Taiwanese MNEs as well as other MNEs for future successful operation in China.Along the central theme of this research project, we are most interested in the following perspectives of those cases: 1. their international business strategies, vision and goals; 2. their different international staffing strategies, such as using PCN, TCN and HCN; 3. the roles of HQ vs. subsidiary in terms of business strategy formulation, control and evaluation; 4. the detailed policies and practices of global integration and localization; 5. the future direction for improvement.In order to have a comprehensive understanding and presentation of relevant issues,we design this chapter in the following structure: Section 2 reviews the relevant literature,in particular related to the issue of a balanced approach of global integration and localization. Section 3 introduces our research plan and our case studies profile, as well as investigates the detailed policies and practices along the lines of five perspectives identified above. Section 4 discusses the issues by highlighting the major findings and implications for both theoretical understanding as well as empirical practices. Section 5 concludes the chapter by identifying the unique research outcomes of this project, the limitation as well as future research direction. © 2009 Nova Science Publishers, Inc.
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Copyright Nova Science Publishers, Inc.