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

Tungli, Zsuzsanna; Peiperl, Maury

doi:10.1002/hrm.20271

Cited by 148 publications

(124 citation statements)

References 49 publications

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“…This results in expatriate managers experiencing stress, anxiety and uncertainty when working in an environment that is distinct from their home country (Tungli & Peiperl, 2009). Failure to deal with the uncertainties may have a negative influence on the expatriates' performance and effectiveness, and can be costly for MNEs who commit resources for the expatriates' relocation and training programs (Farh, Bartol, Shapiro, & Shin, 2010).…”

Section: Expatriate Relational Abilitymentioning

confidence: 99%

Interpersonal relations in China: Expatriates’ perspective on the development and use of guanxi

Guo

Rammal

Benson

et al. 2018

International Business Review

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The literature on social networks identifies relationship building through guanxi as an effective way for Western organizations to reduce their liability of foreignness in China. Even though it is individuals rather than organizations who build these relationships, the focus in previous literature has been on organizational outcomes, and only a handful of studies have attempted to explain how expatriates perceive guanxi-relations are built and maintained. To help address this issue, we conducted in-depth, semi-structured interviews with 36 Western expatriates working in China. Our findings suggest that guanxi is perceived to be an informal process that is used to build trust between individuals, which in turn can reduce the uncertainty around contract enforcement in China. We also find that the process for building guanxi between parties is initiated by the individual whose organization has less market-power. Finally, the findings suggest that firms should be cautious if they elect to use agents as intermediaries to help connect to, and build relations with buyers and sellers.

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Section: Expatriate Relational Abilitymentioning

confidence: 99%

Interpersonal relations in China: Expatriates’ perspective on the development and use of guanxi

Guo

Rammal

Benson

et al. 2018

International Business Review

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“…While studies of expatriates, either within or outside the MNC contexts, were the main stake in the early years of international HRM research, the focus has been primarily on corporate expatriates (e.g. Tungli and Peiperl 2009) Brewster, Mayrhofer and Smale 2016 for reviews). For example, some researchers adopt a narrow definition and use the term 'international HRM' to refer to MNCs studies.…”

Section: Journal Of Human Resource Management (Ijhrm)mentioning

confidence: 99%

What do we know about cross-country comparative studies in HRM? A critical review of literature in the period of 2000-2014

Cooke

Veen

Wood

2016

The International Journal of Human Resource Management

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Significant progress has been made in the research on variations in human resource management (HRM) across national boundaries, in both the quantity of studies and theoretical advancements since the mid-1980s. The aim of this paper is to provide a systematic review of existing literature on cross-country comparative studies of HRM as an important strand of the international HRM field in order to shed new light on dominant key concerns and themes, and emerging syntheses. More specifically, we conducted a systematic review of cross-country comparative HRM studies published in academic journals in the English language in the 15-year period of 2000-2014. Our paper charted the development of cross-country comparative studies of HRM as a sub-field of HRM research. Our analysis of 125 articles from 30 business and management journals shows the countries/regions that have been studied, topics, and research methods used. We also highlight a number of research avenues for further study in this field. Although there are a number of distinct strands to the literature, our study concludes that there is an emerging common ground in underlying concerns and theoretical assumptions both within the field, and with other areas of management inquiry.

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“…Being provided with autonomy should provide a signal to employees that they are trusted and valued by their organization, and in turn engender higher levels of OC. However, in the case of Japanese MNCs, they typically make more use of Japanese expatriates who tend to stay in their host countries for longer than other countries' expatriates (Furuya, Stevens, Bird, Oddou, & Mendenhall, 2009;Tungli & Peiperl, 2009). As a result, it is said that local employees cannot participate in decision-making and cannot have much promotion opportunity (Legewie, 2002).…”

Section: Discussionmentioning

confidence: 99%

Organizational Commitment and Rewards in Malaysia, with Comparison between University Graduates and Others

Kokubun¹

2017

JSD

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This study investigates the relationship between rewards and organizational commitment (OC) of 12,076 employees who work for 32 Japanese manufacturing companies in Malaysia. Hierarchical regression analysis revealed that all of three types of reward are important for OC, in the order of intrinsic, social and extrinsic rewards. These findings suggest that the antecedents of OC in Malaysia are different from those in the West or other lower income Asian countries such as China. The comparison between University graduates and others showed that extrinsic and intrinsic rewards had stronger while social rewards had weaker influence on OC in university graduates than in others. In detail: satisfaction with personnel evaluation and autonomy were more strongly correlated with OC in university graduates while co-worker support and role clarity were more significantly correlated with OC in others; fatigue was negatively correlated with OC in university graduates while positively correlated with OC in others; other rewards, i.e., satisfaction with other treatments, supervisor support and training, were equally correlated with OC in university graduates and others. Discussions and implications concerning human resource management of Japanese companies in Malaysia are offered.

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

Cited by 148 publications

References 49 publications

Interpersonal relations in China: Expatriates’ perspective on the development and use of guanxi

Interpersonal relations in China: Expatriates’ perspective on the development and use of guanxi

What do we know about cross-country comparative studies in HRM? A critical review of literature in the period of 2000-2014

Organizational Commitment and Rewards in Malaysia, with Comparison between University Graduates and Others

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