Search

This paper examines cross-national differences in workplace flexibility between the U.S. and China. Data from 2,688 employees of three multinational corporations with worksites located in both the U.S. and China demonstrated that Chinese viewed workplace flexibility as less important, perceived fewer benefits and more costs associated with its use, and reported less access to and use of flexibility than Americans. Access to flexibility was linked to higher job satisfaction for Americans, but not for Chinese. Both access to and use of flexibility were linked to higher satisfaction with work-family balance for Americans, but not for Chinese, with the exception of access to flexplace that was linked to higher satisfaction with work-family balance for both. We conclude that workplace flexibility policies may produce different results in countries with different levels of industrialization (developed vs. emerging) and cultural orientation (individualism-collectivism) and suggest that such policies should be customized to improve their congruence with national contexts. [ABSTRACT FROM AUTHOR]

The business case for the rapid localization of management has often been argued. This paper takes a critical look at the assumptions underlying such arguments. This exploration utilizes data gathered from a variety of Japanese, Korean, Hong Kong, and European ventures in China. Evidence from these case studies is incorporated within a broader exploration of Chinese cultural values and attitudes derived from ethnographic research and approaches to the strategic management of multinational enterprises. It is suggested that localization is likely to proceed at a much slower pace than its main advocates may wish or anticipate, and that there are practical, cultural, and strategic factors which may, and perhaps should, inhibit rapid localization. Such factors range from the lack of suitably qualified local managers, to control and surveillance functions and expatriates' roles as trainers, co-ordinators, and relatively neutral 'outsiders'. It is proposed that the development of a core of culturally literate expatriates can become a valuable resource for MNEs and that their selection, support, and compensation packages should be considered as an investment in firms' long-term strategic development. [ABSTRACT FROM AUTHOR]

While transforming the investment, trading and infrastructural landscape in Africa, Chinese firms are also generating much-publicised controversy about their real motives. Many of the large Chinese firms operating in Africa focus mostly but not exclusively on engineering, infrastructural projects and mining. This Africa–China engagement has only recently begun to receive critical attention in the area of management and organisation studies. With reference to Kenya, we found that this phenomenon is characterised by four key themes: the unique yet diverse motivations of investors, the challenge of reconciling cross-cultural differences, the impact of low-cost strategies and the boundary-spanning role of managers. This paper also considers the extent to which post-colonial theory might serve as an analytical lens for examining the perceptions and attitudes of Chinese managers as well as the experiences of the Africans who work for them. [ABSTRACT FROM PUBLISHER]

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. [ABSTRACT FROM PUBLISHER]

The content and effectiveness of a human resource management system needs to be understood in a certain management context. However, research on strategic human resource management in China has largely ignored the local realities. In response, we develop and test a model of China based effective HRM system rooted in the local management context. Results show that the China based effective HRM system is a ‘hybrid system’ consisting of both commitment and control HR practices, and has much more significant positive effects on firm performance compared with American-style high-commitment and high-involvement work practices. [ABSTRACT FROM PUBLISHER]

This contribution, as a part of a wider symposium, sets out to 'make sense' of Chinese human resource management (HRM) as it has evolved over the past three decades, by discussing seven paradoxes of its emergence over the past decades. The paradox categories discussed include: Western/Eastern; capitalist/socialist; ideological/non-ideological; advanced/transitional; global/glocal; multinational/national; and last, individualistic/collectivistic. The essay concludes that a number of the paradoxes appear to be stronger than others - even if there is more convergence in some categories than in others, due to the ongoing dynamic changes which are occurring in China's economy and society. But it is clear that their characteristics are still in flux, some relatively, some absolutely. [ABSTRACT FROM AUTHOR]

The retention of qualified Chinese employees is an increasing concern for managers in China today. Various studies have highlighted the rise of turnover rates, and many have suggested how human resource practices can help promote retention. However, little research has compared employee tenure or the use of human resource practices for retention between firms of different nationality in China. From a theoretical point of view, such comparisons: are likely to reveal differences; would be vital for gaining a better understanding of the phenomenon; and would help us in establishing best practice. We therefore conducted a comparison of average employee tenure and the use of HR practices between Sino-foreign joint ventures with Western (EU/US), overseas Chinese (Hong Kong/Taiwan), and other Asian (Japanese/Korean) partners. Primary data from questionnaire surveys were obtained from a total of 316 joint ventures in Beijing, Tianjin, and Qingdao. We found a significant relationship between nationality and tenure. Tenure was the highest in overseas Chinese, moderate in Japanese/Korean, and lowest in Western firms. The results also suggest that the variation in tenure between nationalities was partly mediated by the firms' use of a human resource practices. We discuss these results in terms of cultural differences and the long-term orientation of human resource systems. [ABSTRACT FROM AUTHOR]