Chinese expatriate management in emerging markets: A competitive advantage perspective

Rui, Huaichuan; Zhang, Miao; Shipman, Alan

doi:10.1016/j.intman.2017.01.002

Cited by 57 publications

(49 citation statements)

References 63 publications

(82 reference statements)

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“…Furthermore, this study also found that human resource management practices had an indirect effect on competitive advantage. These findings are supported by research findings Rui et al (2017) and Ellitan (2004). Regarding the effect of safety culture, the findings are supported by Rechenthin (2004) and Fernández-Muñiz et al (2009).…”

Section: Managerial Implications and Conclusionsupporting

confidence: 82%

“…Also, multidimensional human resource management practices are believed to influence the shape work safety culture in companies (Chuang, 2013). Work safety culture which is a perception of various aspects of safety in the work environment can only function if human resource management practices are carried out following company strategies that have a high commitment to work safety (Rui et al, 2017;Handoko et al, 2015). Furthermore, Ployhart et al (2011) theorize that human resource management practices such as training creating knowledge and skills improve the ability of the workforce which in turn will increase their productivity.…”

Section: Human Resource Management Practicesmentioning

confidence: 99%

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Gaining a competitive advantage through strategic human resource management in Indonesian construction industry

Widyanty¹,

Daito²,

Riyanto³

et al. 2020

10.5267/j.msl

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This research was conducted to test the model of strategic human resource management as a competitive advantage in the construction industry specially to identify factors related to achieving competitive advantage in this industry. The empirical data were drawn from 174 construction companies in Indonesia using questionnaire method. Structural Equation Modeling techniques was used to analyze the conceptualized relationship model. The empirical results reveal that competitive advantage in the construction industry in Indonesia could be achieved through human resource management practices to build and improve a safety culture which would increase employee productivity. Companies must integrate human resource management practices with safety culture as a priority strategy of the company since based on empirical result, safety culture can be a source of competitive advantage for construction companies in Indonesia. Future studies can use these strategic human resource management models in different industry sectors by adding a number of samples so that the results could be generalized.

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Section: Managerial Implications and Conclusionsupporting

confidence: 82%

Section: Human Resource Management Practicesmentioning

confidence: 99%

Gaining a competitive advantage through strategic human resource management in Indonesian construction industry

Widyanty¹,

Daito²,

Riyanto³

et al. 2020

10.5267/j.msl

View full text Add to dashboard Cite

show abstract

“…To mitigate these challenges and bridge the local workforce's knowledge gap, MNCs expand their innovative talent pool by recruiting and assigning expatriates to foreign host countries to build capacity, transform the subsidiary's work methods and train employees on technology use (Rose et al, ). These responsibilities demand innovative solutions that make EIB an essential factor for expatriates' success (Caligiuri & Day, ; Rose et al, ; Rui et al, ). In support of this statement, Dabic et al () noted that expatriates play an essential role in MNCs' innovation endeavours by injecting new perspectives into existing problems.…”

Section: Discussionmentioning

confidence: 99%

“…Employees' innovative behaviour refers to their inclination to generate, promote and implement useful ideas concerning new or improved services, products and processes (Janssen, ). To mitigate the difficulties associated with acquiring employees with a higher innovative behaviour, who are generally scarce, from the local market, companies broaden their pool and hire expatriates from the international labour market (Dabic et al, ; Dickmann & Harris, ; Kratzer, Leenders, & Van Engelen, ; Rui, Zhang, & Shipman, ). Expatriates provide innovative ideas and perspectives that can bridge the skills gap of local employees (Caligiuri & Day, ; Rose et al, ).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Expatriate cultural values alignment: The mediating effect of cross‐cultural adjustment level on innovative behaviour

Tsegaye

Malik

2019

Creat Innov Manage

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Multinational companies assign expatriates to bridge the scarcity of employees with innovative behaviour from the local labour market. Despite expatriates' significant role in inducing innovative ideas for multinational companies, the existing literature has scarcely examined those antecedent factors that affect their innovative behaviour. Even though previous studies indicated the determinant impact of host countries' culture on the expatriates' work-related behaviour, little is known about how far it affects their innovative behaviour. Therefore, drawing on the personenvironment fit theory, this study examines the impact of personal value orientation and the host country's culture alignment on expatriates' innovative behaviour. The study covers 149 expatriates, from nine countries, who work in the high-tech industrial zone of Shenzhen, South China's industrial hub. Moreover, it applies a structural equation model using Amos TM 23 to conduct the analysis. The results reveal that personal value orientation fit with the host country's national culture has a significant impact on expatriates' innovative behaviour. Cross-cultural adjustment level is found to mediate this relationship. Theoretical and practical implications are discussed, and suggestions for future research are drawn from the study's limitations.

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“…Previous research suggests workers were expatriated to break the local norms regarding working conditions. While expatriated workers may embody a special work ethic of hard work and self‐sacrifice—which has been suggested as the competitive advantage of Chinese MNCs (Rui et al, )—we need to be cautious with such essentialist and culturalist explanations. Work ethics come out of intensive competition for work in China, coercive forms of labor control (Lee, ), and a probusiness legal framework (Gallagher & Dong, ).…”

Section: Resultsmentioning

confidence: 99%

Tiered expatriation: A social relations approach to staffing multinationals

Zheng

Smith

2018

Human Resource Management

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This article applies a social relations discourse to examine the use of expatriates in Chinese multinational companies (MNCs). Expatriates are analyzed based on two sets of social relations: the social functions of expatriates (which include the global function of capital and the collective function of labor) and the pathways of expatriation (which include intra-and interfirm transfers). In particular, the framework incorporates the collective function of labor into the analysis of expatriation, which has received limited attention in the existing international HRM literature. Conceptually, the social relations discourse allowed us to frame staffing in an open system in which HR practices involving expatriation are shaped by the intersections between the choices of MNCs, the actions of workers, and the mediation of institutional players. Empirically, this article presents three case studies of Chinese MNCs in Europe to illustrate the tiered expatriation of managerial staff, technicians, and operational workers from interchangeable sources of labor. The HR policy implications suggest greater diversity in the formation of international staffing for MNCs. K E Y W O R D S Chinese multinational companies (MNCs), collective function of labor, embodied social function, global function of capital, global workforce, pathways of expatriation, social relations in expatriation, tiered expatriation

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Chinese expatriate management in emerging markets: A competitive advantage perspective

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Cited by 57 publications

References 63 publications

Gaining a competitive advantage through strategic human resource management in Indonesian construction industry

Gaining a competitive advantage through strategic human resource management in Indonesian construction industry

Expatriate cultural values alignment: The mediating effect of cross‐cultural adjustment level on innovative behaviour

Tiered expatriation: A social relations approach to staffing multinationals

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