Future research on human resource management systems in Asia

Budhwar, Pawan; Debrah, Yaw A.

doi:10.1007/s10490-008-9103-6

Cited by 86 publications

(60 citation statements)

References 82 publications

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“…Furthermore, there is a continued scarcity of research focusing on the nature of dominant HRM system(s), the forces determining these systems, the challenges faced by the HRM function, and the future of HRM in the AsiaPacific region (see . This is indeed ironic, since it is well-established that research along such themes is very useful in highlighting the context-specific nature of the HRM function, and also contributes to the development of relevant policies and practices and theories of HRM (Warner, 2000;Rowley & Benson, 2004;Budhwar & Debrah, 2009;Rowley & Poon, 2010). In this connection, Meyer Table 2 for examples of such works).…”

Section: Context Of International and Asia-pacific Hrmmentioning

confidence: 99%

Convergence-divergence of HRM in the Asia-Pacific: Context-specific analysis and future research agenda

Budhwar

Varma

Patel

2016

Human Resource Management Review

119

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In this article, we highlight the significance and need for conducting context-specific HRM research, by focusing on four critical themes. First, we discuss the need to analyze the convergence-divergence debate on HRM in Asia-Pacific. Next, we present an integrated framework which would be very useful for conducting cross-national HRM research designed to focus on the key determinants of the dominant national HRM systems in the region. Following this, we discuss the critical challenges facing the HRM function in Asia-Pacific. Finally, we present an agenda for future research by presenting a series of research themes.

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Section: Context Of International and Asia-pacific Hrmmentioning

confidence: 99%

Convergence-divergence of HRM in the Asia-Pacific: Context-specific analysis and future research agenda

Budhwar

Varma

Patel

2016

Human Resource Management Review

119

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“…Additional diversity characteristics, such as age and tenure, could provide further insight. Given the importance of certain diversity characteristics based on local context (Budhwar and Debrah 2009), it would also be interesting to explore the dynamics of these relationships within certain countries and regions. In addition, we focus on one moderator: coordination.…”

Section: Limitations and Future Research Directionsmentioning

confidence: 99%

Strategic alliance team diversity, coordination, and effectiveness

Zoogah

Vora

Richard

et al. 2011

The International Journal of Human Resource Management

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Drawing upon literatures on strategic alliances, teams, and diversity, we propose that strategic alliance team diversity warrants further examination. We suggest that strategic alliance team coordination moderates the relationship between strategic alliance team diversity and effectiveness. Specifically, we hypothesize that coordination strengthens the negative relationship between observable diversity characteristics of nationality and gender and team effectiveness. We also argue that coordination strengthens the positive relationship between nonobservable diversity characteristic of functional background and team effectiveness. Results from 109 team members, 44 team leaders, and 34 alliance executives involved with 44 strategic alliance teams in 15 firms partially support our hypotheses.

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“…Supporting this view, initially Rosenzweig and Nohria (1994) and later Ryan and Gibbons (2011) believe that the changing global business trends are pulling MNCs more towards local responsiveness or isomorphism than the push for global integration of HR policies and practices. Considering the rapid economic growth of emerging markets, particularly from Asia, the focus on Asian management research has increased in recent years which is expected to extend and revise theories through the consideration of new contextual variables (Budhwar & Debrah, 2009;Bruton & Lau, 2008). It will also help to reveal the nature and pattern of management systems (including HRM) relevant for such contexts and also the logic underpinning the management of human resources in emerging markets MNCs (Chang, Mellahi & Wilkinson, 2009;Schuler, Sparrow & Budhwar, 2009).…”

Section: Introductionmentioning

confidence: 99%

Global HR Roles and Factors Influencing Their Development: Evidence From Emerging Indian IT Services Multinationals

Thite

Budhwar

Wilkinson

2014

Human Resource Management

Self Cite

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The rapid growth of emerging markets' multinational companies (MNCs) is a recent phenomenon and as such their nature and structure of key management processes, functions and roles need further examination. While an abundance of low cost labor is the starting point of competitive advantage for many of the emerging markets' MNCs, it is the optimum configuration of people, processes and technology that defines how they leverage their intangible resources. Based on case studies of four Indian IT services MNCs, involving 51 in-depth interviews of business and human resource (HR) leaders at the corporate and subsidiary levels, we identify five key HR roles, namely, strategic business partner, guardian of culture, builder of global workforce and capabilities, champion of processes, and facilitator of employee development via empowerment and learning. The analysis also highlights that the HR function in Indian IT services MNCs faces several challenges in consolidating the early gains of internationalization, such as a lack of decentralized decision making, developing a global mindset, localization of workforce and developing a global leadership pipeline. Based on our exploratory findings, we propose a framework outlining the global HR roles pursued by emerging IT services MNCs, the factors influencing them, and the challenges facing their HR function for future research.

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Future research on human resource management systems in Asia

Abstract: HRM, Asia, Research in HRM, Cross-national HRM,

Cited by 86 publications

References 82 publications

Convergence-divergence of HRM in the Asia-Pacific: Context-specific analysis and future research agenda

Convergence-divergence of HRM in the Asia-Pacific: Context-specific analysis and future research agenda

Strategic alliance team diversity, coordination, and effectiveness

Global HR Roles and Factors Influencing Their Development: Evidence From Emerging Indian IT Services Multinationals

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