Embracing the convergence–divergence–crossvergence debate in the field of international human resource management (IHRM) and linking it to the context of emerging market multinational enterprises (EMNEs), our key contribution is to provide a precise and feasible architecture of convergence–divergence–crossvergence response that takes into account the global versus local dilemma, as well as the headquarters–subsidiary relationship. By incorporating the latest theoretical development and case observations of EMNEs, we identify localization as a strategic goal and autonomy as a control means that foster EMNEs' choosing their own paths in managing international human resources. Under the architecture, the two types of crossvergent IHRM strategies – deliberate and emergent – are further distinguished. Propositions are developed for future empirical testing. Show
Read Online (Free) relies on page scans, which are not currently available to screen readers. To access this article, please contact JSTOR User Support . We'll provide a PDF copy for your screen reader. With a personal account, you can read up to 100 articles each month for free. Get StartedAlready have an account? Log in Monthly Plan
Yearly Plan
Log in through your institution Purchase a PDFPurchase this article for $29.00 USD. How does it work?
journal article Overcoming the Liability of ForeignnessThe Academy of Management Journal Vol. 38, No. 2 (Apr., 1995) , pp. 341-363 (23 pages) Published By: Academy of Management https://doi.org/10.2307/256683 https://www.jstor.org/stable/256683 Read and download Log in through your school or library Alternate access options For independent researchers Read Online Read 100 articles/month free Subscribe to JPASS Unlimited reading + 10 downloads Purchase article $29.00 - Download now and later Abstract This study addressed the question of whether firms in a competitive, globally integrated environment face a "liability of foreignness" and to what extent either importing home-country organizational capabilities or copying the practices of successful local firms can help them overcome this liability. Predictions were tested with a paired sample of 24 foreign exchange trading rooms of major Western and Japanese banks in New York and Tokyo. Results support the existence of a liability of foreignness and the role of a firm's administrative heritage in providing competitive advantage to its multinational subunits. They also highlight the difficulty firms face in copying organizational practices from other firms. Journal Information The Academy of Management Journal presents cutting edge research that provides readers with a forecast for new management thoughts and techniques. All articles published in the journal must make a strong empirical and/or theoretical contribution. All empirical methods including (but not limited to) qualitative, quantitative, or combination methods are represented. Articles published in the journal are clearly relevant to management theory and practice and identify both a compelling practical management issue and a strong theoretical framework for addressing it. For more than 40 years the journal has been recognized as indispensable reading for management scholars. The journal has been cited in such forums as The Wall Street Journal, The New York Times, The Economist and The Washington Post. The journal is published six times per year with a circulation of 15,000. Publisher Information The Academy of Management (the Academy; AOM) is a leading professional association for scholars dedicated to creating and disseminating knowledge about management and organizations. The Academy's central mission is to enhance the profession of management by advancing the scholarship of management and enriching the professional development of its members. The Academy is also committed to shaping the future of management research and education. Founded in 1936, the Academy of Management is the oldest and largest scholarly management association in the world. Today, the Academy is the professional home for more than 18290 members from 103 nations. Membership in the Academy is open to all individuals who find value in belonging. Rights & Usage This item is part of a JSTOR Collection. Which stage of international operations tends to create a separate international division in a company?During the international division phase, creation of a separate division in which international activities are grouped is already taking place. The international division resembles the operation and activities of the domestic organization.
Which three dimensions are represented in Morgan's model of Ihrm?Which three dimensions are presented in Morgan's model of IHRM? Types of employees, countries and human resource activities.
Which are the two main motivators for accepting an international assignment?The challenges (both personal and professional) and career prospects were the two main motives for accepting an international assignment. ...
Who carries the assignment of building or reproducing in a foreign subsidiary a structure similar to that which he or she knows from another part of the company?Haysidentified 4 such tasks♦The Chief executive officer,or subsidiary manager, who overseas and directs theentire foreign operation. The Structure reproducercarries the assignment of building or reproducing in aforeign subsidiary a structure similar to that which he or she knows from anotherpart of the company.
|
An MNE is this kind of industry when competition in one country is essentially independent
Urheberrechte © © 2024 IlerngutCOM Inc.
