Building from below : subsidiary management moderation of employment practices in MNCs in China. / Zheng, Yu.

In: The International Journal of Human Resource Management, Vol. 27, No. 19, 2016, p. 2275-2303.

Research output: Contribution to journalArticle

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Building from below : subsidiary management moderation of employment practices in MNCs in China. / Zheng, Yu.

In: The International Journal of Human Resource Management, Vol. 27, No. 19, 2016, p. 2275-2303.

Research output: Contribution to journalArticle

Harvard

Zheng, Y 2016, 'Building from below: subsidiary management moderation of employment practices in MNCs in China', The International Journal of Human Resource Management, vol. 27, no. 19, pp. 2275-2303. https://doi.org/10.1080/09585192.2015.1091368

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Zheng, Yu. / Building from below : subsidiary management moderation of employment practices in MNCs in China. In: The International Journal of Human Resource Management. 2016 ; Vol. 27, No. 19. pp. 2275-2303.

BibTeX

@article{dfb8607c7be84b78b7f7bed7597b12e4,
title = "Building from below: subsidiary management moderation of employment practices in MNCs in China",
abstract = "The international HRM literature has a long tradition of examining the impact of institutional differences on the employment practices adopted by MNCs. The question of how actors make sense of institutional differences, however, has received less research attention. This paper examines the enactment of employment practices as institutional differences are translated, contextualized and mobilized by managers at subsidiaries of MNCs. Based on intensive case studies at two Japanese–Chinese joint-venture manufacturing plants, the paper first shows that distinctive employment practices were adopted to manage the boundaries between employee groups. These distinctions are then explained by the institutional difference between the home country (Japan) and the host country (China) as well as the way that institutional differences were represented by the managers in the process of designing, developing and executing employment practices. The paper therefore argues that country differences are not only assumed spaces, but are also a reservoir of management resources that are moderated, in the case of employment practices, by actors{\textquoteright} strategic choices and political actions before they are enacted in the subsidiary.",
keywords = "boundaries of employee groups, social agency",
author = "Yu Zheng",
year = "2016",
doi = "10.1080/09585192.2015.1091368",
language = "English",
volume = "27",
pages = "2275--2303",
journal = "The International Journal of Human Resource Management",
issn = "0958-5192",
publisher = "Routledge",
number = "19",

}

RIS

TY - JOUR

T1 - Building from below

T2 - subsidiary management moderation of employment practices in MNCs in China

AU - Zheng, Yu

PY - 2016

Y1 - 2016

N2 - The international HRM literature has a long tradition of examining the impact of institutional differences on the employment practices adopted by MNCs. The question of how actors make sense of institutional differences, however, has received less research attention. This paper examines the enactment of employment practices as institutional differences are translated, contextualized and mobilized by managers at subsidiaries of MNCs. Based on intensive case studies at two Japanese–Chinese joint-venture manufacturing plants, the paper first shows that distinctive employment practices were adopted to manage the boundaries between employee groups. These distinctions are then explained by the institutional difference between the home country (Japan) and the host country (China) as well as the way that institutional differences were represented by the managers in the process of designing, developing and executing employment practices. The paper therefore argues that country differences are not only assumed spaces, but are also a reservoir of management resources that are moderated, in the case of employment practices, by actors’ strategic choices and political actions before they are enacted in the subsidiary.

AB - The international HRM literature has a long tradition of examining the impact of institutional differences on the employment practices adopted by MNCs. The question of how actors make sense of institutional differences, however, has received less research attention. This paper examines the enactment of employment practices as institutional differences are translated, contextualized and mobilized by managers at subsidiaries of MNCs. Based on intensive case studies at two Japanese–Chinese joint-venture manufacturing plants, the paper first shows that distinctive employment practices were adopted to manage the boundaries between employee groups. These distinctions are then explained by the institutional difference between the home country (Japan) and the host country (China) as well as the way that institutional differences were represented by the managers in the process of designing, developing and executing employment practices. The paper therefore argues that country differences are not only assumed spaces, but are also a reservoir of management resources that are moderated, in the case of employment practices, by actors’ strategic choices and political actions before they are enacted in the subsidiary.

KW - boundaries of employee groups

KW - social agency

U2 - 10.1080/09585192.2015.1091368

DO - 10.1080/09585192.2015.1091368

M3 - Article

VL - 27

SP - 2275

EP - 2303

JO - The International Journal of Human Resource Management

JF - The International Journal of Human Resource Management

SN - 0958-5192

IS - 19

ER -