Managing Multinational Companies in Asia. / Zheng, Yu; Smith, Christopher.

Routledge Handbook of Human Resource Management in Asia. ed. / Fang Lee Cooke; Sunghoon Kim. 1. ed. New York : Routledge, 2018.

Research output: Chapter in Book/Report/Conference proceedingChapter

Published

Standard

Managing Multinational Companies in Asia. / Zheng, Yu; Smith, Christopher.

Routledge Handbook of Human Resource Management in Asia. ed. / Fang Lee Cooke; Sunghoon Kim. 1. ed. New York : Routledge, 2018.

Research output: Chapter in Book/Report/Conference proceedingChapter

Harvard

Zheng, Y & Smith, C 2018, Managing Multinational Companies in Asia. in FL Cooke & S Kim (eds), Routledge Handbook of Human Resource Management in Asia. 1 edn, Routledge, New York.

APA

Zheng, Y., & Smith, C. (2018). Managing Multinational Companies in Asia. In F. L. Cooke, & S. Kim (Eds.), Routledge Handbook of Human Resource Management in Asia (1 ed.). Routledge.

Vancouver

Zheng Y, Smith C. Managing Multinational Companies in Asia. In Cooke FL, Kim S, editors, Routledge Handbook of Human Resource Management in Asia. 1 ed. New York: Routledge. 2018

Author

Zheng, Yu ; Smith, Christopher. / Managing Multinational Companies in Asia. Routledge Handbook of Human Resource Management in Asia. editor / Fang Lee Cooke ; Sunghoon Kim. 1. ed. New York : Routledge, 2018.

BibTeX

@inbook{c93ba4c4508146f4b0897a260d1f8c11,
title = "Managing Multinational Companies in Asia",
abstract = "Asian countries offer rich and diverse contexts to examine how multinational companies (MNCs) manage the workforce and engage amid institutional transitions. This chapter maps out three key areas where institutions in Asian countries have informed our understanding of managing MNCs. The first area is the exploration of employment regimes, paradigms and practices as the result of the intersection between comparative political economy and organisational strategy. The second area is the interplay between different employment systems at workplaces, which has envisaged novelty in organising work and managing the workforce. The third area is the emergence of MNCs from less-developed countries, which have presented significant challenges and yet unique opportunities to aspect of the conventional wisdom on managing people across countries. The chapter concludes by urging researchers to move away from being tempted to draw out integration or coherence in the management of MNCs in Asia. Instead, appropriation of complexity in Asian countries is more promising for building theory from context-rich empirical work on managing MNCs in and from Asia. ",
keywords = "human resource management, multinational corporations, Asia",
author = "Yu Zheng and Christopher Smith",
year = "2018",
language = "English",
isbn = "9781138917477",
editor = "Cooke, {Fang Lee } and Kim, {Sunghoon }",
booktitle = "Routledge Handbook of Human Resource Management in Asia",
publisher = "Routledge",
edition = "1",

}

RIS

TY - CHAP

T1 - Managing Multinational Companies in Asia

AU - Zheng, Yu

AU - Smith, Christopher

PY - 2018

Y1 - 2018

N2 - Asian countries offer rich and diverse contexts to examine how multinational companies (MNCs) manage the workforce and engage amid institutional transitions. This chapter maps out three key areas where institutions in Asian countries have informed our understanding of managing MNCs. The first area is the exploration of employment regimes, paradigms and practices as the result of the intersection between comparative political economy and organisational strategy. The second area is the interplay between different employment systems at workplaces, which has envisaged novelty in organising work and managing the workforce. The third area is the emergence of MNCs from less-developed countries, which have presented significant challenges and yet unique opportunities to aspect of the conventional wisdom on managing people across countries. The chapter concludes by urging researchers to move away from being tempted to draw out integration or coherence in the management of MNCs in Asia. Instead, appropriation of complexity in Asian countries is more promising for building theory from context-rich empirical work on managing MNCs in and from Asia.

AB - Asian countries offer rich and diverse contexts to examine how multinational companies (MNCs) manage the workforce and engage amid institutional transitions. This chapter maps out three key areas where institutions in Asian countries have informed our understanding of managing MNCs. The first area is the exploration of employment regimes, paradigms and practices as the result of the intersection between comparative political economy and organisational strategy. The second area is the interplay between different employment systems at workplaces, which has envisaged novelty in organising work and managing the workforce. The third area is the emergence of MNCs from less-developed countries, which have presented significant challenges and yet unique opportunities to aspect of the conventional wisdom on managing people across countries. The chapter concludes by urging researchers to move away from being tempted to draw out integration or coherence in the management of MNCs in Asia. Instead, appropriation of complexity in Asian countries is more promising for building theory from context-rich empirical work on managing MNCs in and from Asia.

KW - human resource management

KW - multinational corporations

KW - Asia

M3 - Chapter

SN - 9781138917477

BT - Routledge Handbook of Human Resource Management in Asia

A2 - Cooke, Fang Lee

A2 - Kim, Sunghoon

PB - Routledge

CY - New York

ER -