HRM Strategies and Emerging Multinationals in the Advanced Economies

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• 研討會日期 : 2010-08-31
• 時間 : 14:30
• 主講人 : Professor Yi-Ying Chang
• 地點 : Conference Room B110
• 演講者簡介 : Yi Ying Chang got her Ph.D. in International HRM, HRM Knowledge Transfer, Innovation and Creativity Management from Loughborough University in 2007. She is currently serving as Lecture of Law and Management at University of Abertay Dundee. Her research field is in (i) IHRM – emerging and developed economies; (ii) HRM and knowledge transfer within MNCs; (iii) social capital and HRM knowledge transfer within Multinationals and knowledge intensive sectors; (iv) institutional theories, power theories.
• 演講摘要 : HRM practices in foreign subsidiaries have been a subject of much attention in recent years. However, research on HRM practices by subsidiaries of multinationals has so far focused largely on subsidiaries of western multinationals in western and or emerging economies. We have little knowledge concerning HRM practices of subsidiaries of multinationals from emerging economies in developed western countries. This research examines key factors influencing transferring process of HRM strategies and practices of Taiwanese MNCs in the UK. Two research phases were conducted to collect data through a snapshot survey of 162 Taiwanese MNCs and four case study subsidiaries. Results of survey show that a blend of practices has been adopted by the subsidiaries, ranging from emulating home country practices, adapting host country practices, and a melange of home and host country practices.Evidence of 66 interviews with top managers and human resource managers from four UK based subsidiaries of Taiwanese multinationals reveal that Taiwanese multinationals use both output control and behaviour control to manage their subsidiaries in the UK. In addition, Drawing upon the organizational learning perspective and the knowledge-based view, we examine when and how expatiates’ competencies to transfer knowledge may enhance subsidiary performance. We propose that subsidiary absorptive capacity moderates the effects of expatriates’ competencies (i.e., ability, motivation, and social capital) to transfer on subsidiary performance, and that the moderating effect is mediated through the actual knowledge flow into the subsidiary. We conducted a qualitative study consisting of 86 interviews, and a quantitative survey of 324 expatriates and 324 local managers from 162 Taiwanese multinationals operating in the U.K. Results largely supported the proposed mediated moderation relationship.