Global Talent Management in Japanese Multinational Companies: The Case of Nissan Motor Company

Furusawa, Masayuki

doi:10.1007/978-3-319-05125-3_11

Cited by 7 publications

(12 citation statements)

References 9 publications

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“…Above all, the interactive exchange of information between expatriates and headquarters had the most significant influence. It confirms that this relationship is an important factor for developing 'dual citizen' expatriates (Black et al 1999) and prevents expatriates from becoming 'uncontrollable kites' and avoids 'out of sight, out of mind' syndrome (Furusawa 2008(Furusawa , 2014. Supportive HRM practices are correlated with better adjustment and higher job performance.…”

Section: Discussionmentioning

confidence: 81%

IHRMand expatriation inJapaneseMNCs:HRMpractices and their impact on adjustment and job performance

Furusawa

Brewster

2016

Asia Pac J Human Res

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Studies of international human resource management (IHRM) have pointed out that Japanese multinational companies (MNCs) tend to use more parent‐country nationals (PCNs) than do western MNCs. The ethnocentric staffing policies imply that the management of expatriation has a greater influence on the success of Japanese MNCs. We use survey data from 149 Japanese repatriates to examine the relationship between IHRM practices – selection, preparation and corporate support – and expatriate adjustment and job performance, as well as identify differences by the location of assignment. We find that selection criteria, language ability and familiarity with local cultures are positively related to work adjustment, and that leadership and relational abilities are slightly associated with job performance though there were no significant relationships between considerations for family situations and adjustment or job performance. The results also reveal that HRM practices while abroad, in particular the interactive exchange of information between expatriates and the headquarters, have a significant influence. Pre‐departure preparation programs are not related to the dependent variables. The data also suggests that living and working in China is a particular problem for Japanese expatriates.

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Section: Discussionmentioning

confidence: 81%

IHRMand expatriation inJapaneseMNCs:HRMpractices and their impact on adjustment and job performance

Furusawa

Brewster

2016

Asia Pac J Human Res

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“…Majumder et al (2012) point out that one of the functions of People is to make sure the compensation model provides mechanisms to align managers' interests with those of the organization. In addition, it may be responsible for establishing strategies in disseminating internal culture and to build international human resources transition, that is important in demonstrating that the company has trained skilled managers for succession purposes, especially when dealing with internationalized corporations (Furusawa, 2014).…”

Section: Board Committeesmentioning

confidence: 99%

The Role of the Personnel Committee in Largest Internationalized Brazilian Companies

Zucco¹,

Oliva²,

Kubo³

2018

CGG

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This article aims to identify the role of the Personnel Committee within the Board of Directors in the largest Internationalized Brazilian Companies that are listed on the New Market of Brazilian Securities, Commodities and Futures Exchange, henceforth, B3. Having a Personnel Committee on the Board is common in large, publicly traded companies, but forming Committees for specific issues on people management (PM) is rare in Brazil. This indicates a current issue in Brazilian organizations and implies a relevant research question. The methodology uses qualitative, exploratory and descriptive approaches. For data collection, semi-structured interviews were conducted with counselors and members of the Personnel Committee in the four largest Internationalized Brazilian companies, from 2014 to 2015. Treatment of qualitative research data was based on the content analysis technique using categories of studies derived from the theoretical framework. The results show that the Personnel Committee provides support to the board of directors in deliberating strategies and also taking enforcement actions towards PM, showing transparency, and generating credibility in the market, especially in the international arena.

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“…Moreover, so far only limited research has been carried out on the global integration aspect of international human resource management in Japanese multinationals (Furusawa, 2014). With these points in mind, we attempt to address the research gap by bridging the discussion between international business and international HRM.…”

Section: Normative and Systems Integration In Human Resource Managemementioning

confidence: 99%

“…For example, in Panasonic, they promote the global integration of HRM for their 'corporate executive posts' whereas they seek for the HRM practices which can be culturally appropriate and competitive in the respective labour market for non-supervisory white-collar employees or blue-collar workers (Chung and Furusawa, 2015;Furusawa, 2008). Similarly, in Nissan, the performance evaluation system for managers is standardised worldwide, but for non-managerial positions is left to the discretion of each overseas subsidiary (within Nissan guidelines) (Furusawa, 2014).…”

Section: Literature Review and Hypotheses Developmentmentioning

confidence: 99%

“…MNCs often have global talent management and succession planning programmes (Al Ariss, 2014;Furusawa, 2014;McDonnell and Collings, 2011), and they use measures of globally uniform competency or leadership approaches, clearly indicated career paths for high-potentials, and global job-posting systems to facilitate the process. Some companies build personal relationship amongst their HR managers through regular worldwide HRM department meetings aiming to match supply and demand for talent across the national boundaries (Furusawa, 2008).…”

Section: <>mentioning

confidence: 99%

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Normative and systems integration in human resource management in Japanese multinational companies

Furusawa

Brewster

Takashina

2016

MBR

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Purpose This paper aims to conceptualise a framework of “transnational human resource management” (HRM) and to demonstrate the validity of the model. Design/methodology/approach Evidence is drawn from survey of 93 large Japanese multinational companies (MNCs). Data are analysed through descriptive statistics, hierarchical multiple regression analyses and mediation effect analyses. Findings The analysis reveals that the practices for normative and systems integration are associated with increasing levels of social capital and geocentric staffing, respectively, and the social capital and geocentric staffing fully mediate the relationship between normative and systems integration and transnationality. Originality/value The research extends the integration theory in international HRM and demonstrates the validity of our framework for transnational HRM. The authors also shed light on the reality of the integration aspects of international HRM in Japanese MNCs.

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Global Talent Management in Japanese Multinational Companies: The Case of Nissan Motor Company

Cited by 7 publications

References 9 publications

IHRMand expatriation inJapaneseMNCs:HRMpractices and their impact on adjustment and job performance

IHRMand expatriation inJapaneseMNCs:HRMpractices and their impact on adjustment and job performance

The Role of the Personnel Committee in Largest Internationalized Brazilian Companies

Normative and systems integration in human resource management in Japanese multinational companies

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