Employee Productivity, Employment Growth, and the Cross‐Border Acquisitions by Emerging Market Firms

Ataullah, Ali; Le, Hang; Sahota, Amandeep

doi:10.1002/hrm.21619

Cited by 20 publications

(16 citation statements)

References 52 publications

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“…in terms of job security and managerial expertise. Ataullah, Le, & Sahota (2014) emphasize that DMNEs can easier adapt to the institutional environment in developed markets and thus can more quickly address organizational processes in HRM, e.g. attracting, hiring, and retaining employees, than EMNEs.…”

Section: Discussionmentioning

confidence: 99%

The influence of images on organizational attractiveness: comparing Chinese, Russian and US companies in Germany

Held

Bader

2016

The International Journal of Human Resource Management

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In developed markets, Emerging Market Multinational Enterprises' (EMNEs) organizational attractiveness may crucially depend on applicants' country and corporate character images. Applying image and signaling theory, this study compares the influence of these images on the organizational attractiveness of Chinese, Russian, and US companies in Germany. Employing data from 287 German business students, findings show that applicants prefer US over Chinese and Russian companies as future employers, confirming the existence of the liability of emergingness. Moreover, findings indicate gender differences in applicants' attraction towards EMNEs. In particular, female applicants are less attracted to EMNEs with a bad corporate character image than male applicants are.

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Section: Discussionmentioning

confidence: 99%

The influence of images on organizational attractiveness: comparing Chinese, Russian and US companies in Germany

Held

Bader

2016

The International Journal of Human Resource Management

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“…HRD researchers examined the relative importance of managerial competencies in 22 countries around the globe to assess the specificity of competencies for management development in different locations around the world (Clark et al, 2016). Research also has identified that global expansion by organizations does not necessarily increase employee productivity and employment growth (Ataullah, Le, & Sahota, 2014). Effective teamwork and collaboration across borders and time zones are necessary to conduct business on a global scale (Schwartz et al, 2017).…”

Section: Globalizationmentioning

confidence: 99%

What HRD Is Doing—What HRD Should be Doing: The Case for Transforming HRD

Torraco

Lundgren

2019

Human Resource Development Review

105

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Human resource development (HRD) is no longer expected to be the primary agency for promoting learning and development among employees. Today, HRD is diffused and integrated into a broad range of leadership and supervisory roles. As more responsibility for learning and development is assumed by others, what is the role of HRD? Although HRD has largely adapted to sharing more of its traditional responsibility for learning and development, the field has also encountered challenges and criticisms. We juxtapose recent adaptations and advances in HRD with perspectives on the dilemmas, challenges, and criticisms of HRD as seen by those outside the field of HRD. Grounded in a comprehensive review of recent literature, the authors seek to provide a balanced perspective on HRD’s strengths and weaknesses and to conceptualize a new perspective on HRD and its transformation for the future.

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“…Nevertheless, for the post-acquisition operating performance, we argue that the assimilation process poses a major hindrance for EMFs to fully accrue the benefits of synergy expected in the economic distance during the post-acquisition integration period. EMFs do not only have to assimilate activities across two different national contexts, but also have to reconcile the competing legitimacy requirements in the host and home institutional environment (Ataullah et al 2014;Li et al 2016;). The differences in economic development status between the host and home markets are likely to present the challenges in managing the integration among different innovation systems, capital markets, and supply chains (Cuervo-Cazurra 2012).…”

Section: Economic Distance and Emfs' Post-acquisition Integrationmentioning

confidence: 99%

Age Matters: The Contingency of Economic Distance and Economic Freedom in Emerging Market Firm’s Cross-Border M&A Performance

Liou

Rao‐Nicholson

2019

Manag Int Rev

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The primary studies on emerging market multinational firms (EMFs) thus far have depicted a picture of accelerated internationalization in which EMFs conduct a series of aggressive cross-border acquisitions to further enhance their competitive advantage. However, it is not clear whether the EMFs which conducted the acquisitions at a young age experience better performance. EMFs constrained by their home market development in economic institutions may encounter different challenges in their cross-border acquisitions. Using a sample of South African firms' acquisitions between 1994 and 2012, we find support for the benefit of foreign acquisitions at a young age as well as the moderation effects of economic distance and economic freedom. While early inorganic growth provides an excellent opportunity to propel South African firms' growth, the country level factors present important boundary conditions to examine the benefit of early internationalization. While facing a significant economic distance, older firms are better at utilizing their experience and experience better post-acquisition operating performance. By contrast, the younger firms benefit more from the post-acquisition when the home country has weaker economic freedom.

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Employee Productivity, Employment Growth, and the Cross‐Border Acquisitions by Emerging Market Firms

Cited by 20 publications

References 52 publications

The influence of images on organizational attractiveness: comparing Chinese, Russian and US companies in Germany

The influence of images on organizational attractiveness: comparing Chinese, Russian and US companies in Germany

What HRD Is Doing—What HRD Should be Doing: The Case for Transforming HRD

Age Matters: The Contingency of Economic Distance and Economic Freedom in Emerging Market Firm’s Cross-Border M&A Performance

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