Converging on IHRM best practices: lessons learned from a globally distributed consortium on theory and practice

Glinow, Mary Ann Von; Drost, Ellen A.; Teagarden, Mary B.

doi:10.1002/hrm.10023

Cited by 108 publications

(37 citation statements)

References 13 publications

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“…This is, of course, a normative rather than a descriptive conclusion. As von Glinow et al (2002) put it, "the future universal trends emphasize 'West meets East.' "…”

Section: Conclusion and Implications For Future Researchmentioning

confidence: 99%

Expatriate practices in German, Japanese, U.K., and U.S. multinational companies: A comparative survey of changes

Tungli¹,

Peiperl

2009

Human Resource Management

148

109

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In this article we present expatriate management policies and practices of 136 large multinational companies (MNCs) based in four different countries: Germany, Japan, the United Kingdom, and the United States. The fi ndings we focus on include staffi ng, selection, training, and success. By analyzing our own results as well as comparing them to previous fi ndings, we examine the changes in expatriate practices over time. In the managerial and research implications sections, we share additional fi ndings and our thoughts about future issues and trends in expatriation.

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“…This is, of course, a normative rather than a descriptive conclusion. As von Glinow et al (2002) put it, "the future universal trends emphasize 'West meets East.' "…”

Section: Conclusion and Implications For Future Researchmentioning

confidence: 99%

Expatriate practices in German, Japanese, U.K., and U.S. multinational companies: A comparative survey of changes

Tungli¹,

Peiperl

2009

Human Resource Management

148

109

View full text Add to dashboard Cite

show abstract

“…Although the applicability of SHRM and high-performance HR practices in Asia and how they diverge or converge from the West have been examined, no conclusive results have been reached (Bae, Chen, Wan, Lawler, & Walumbwa, 2003;Von Glinow, Drost, & Teagarden, 2002). Recently, several studies conducted in China have found a positive relationship between SHRM and firm performance (Bjorkman & Fan, 2002;Law, Tse, & Zhou, 2003).…”

Section: Relations Climate In China H a N G -Y U E N G O C H U N G mentioning

confidence: 99%

Strategic human resource management, firm performance, and employee relations climate in China

Ngo

Lau

Foley

2008

Human Resource Management

147

120

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We examined strategic human resource management (SHRM) and human resource practices in the People's Republic of China to assess the impact of these practices on firm performance and the employee relations climate. We also tested whether firm ownership moderates the above relationships. Empirical results from a sample of Chinese firms from various industries and regions showed that the levels of adoption of SHRM and HR practices were lower in state‐owned enterprises (SOEs) than in foreign‐invested enterprises (FIEs) and privately owned enterprises (POEs). Both SHRM and HR practices were found to have direct and positive effects on financial performance, operational performance, and the employee relations climate. However, the moderating effect of ownership type was significant for financial performance only. © 2008 Wiley Periodicals, Inc.

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“…Research has repeatedly shown that cultural and other contextual factors affect the HRM practices chosen and how effectively they are used (Glinow, Drost, & Teagarden, 2002). Clientele at different properties have varying service expectations, thus the service experience entails different human capital attributes.…”

Section: Recommendations For Further Researchmentioning

confidence: 99%

A Value-Driven Process Model of Hospitality Human Capital

Young

McManus

Canale³

2005

Journal of Human Resources in Hospitality & Tourism

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Since value in today's economy is increasingly driven by employees as opposed to hard assets (Zimmerman, p. 32), managing employees and their ideas is now a cornerstone of competitive advantage. To effectively manage these value-driving elements, organizations must be able to accurately measure them. To measure them, the authors collected data from twenty-one interviews with human resources professionals in the hospitality industry, attempting to define human capital in this economic sector. Findings uncovered three main hospitality-specific human capital (HHC) components: service-oriented employees, empowered employees, and committed employees. A process model maps organizational mission, strategic objectives, and specific managerial activities that increase the value of HHC and drive value to the bottom line.

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Converging on IHRM best practices: lessons learned from a globally distributed consortium on theory and practice

Cited by 108 publications

References 13 publications

Expatriate practices in German, Japanese, U.K., and U.S. multinational companies: A comparative survey of changes

Expatriate practices in German, Japanese, U.K., and U.S. multinational companies: A comparative survey of changes

Strategic human resource management, firm performance, and employee relations climate in China

A Value-Driven Process Model of Hospitality Human Capital

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