Human resource management practices at foreign-affiliated companies in least-developed regions: US and Japanese Companies in Nepal

Maharjan, Mohan Pyari; Sekiguchi, Tomoki

doi:10.1057/abm.2016.6

Cited by 15 publications

(18 citation statements)

References 52 publications

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“…If the Universal Model was to become beneficial in serving the needs of small firms, people's social orientations, including the potential of “greasing the wheels” (Dreher & Gassebner, ) (Hypothesis 1), need to be embedded within the conceptual development of the model as SME businesses internationalize operations. Though this perspective is corroborated by Maharjan and Sekiguchi (), this study has added people‐oriented sociocultural perspective as an important ingredient when scholars and researchers examined the application and usefulness of the institutional model.…”

Section: Discussionmentioning

confidence: 76%

Application of human resource management's universal model: An examination of people versus institutions as barriers of internationalization for SMEs in a small developing country

Mendy

Rahman

2018

Thunderbird Intl Bus Rev

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Although the importance of people and institutions has been highlighted in multinational enterprise studies, the association between people, institutions, and the internationalization of small to medium-sized enterprise (SMEs) is an underexplored issue from the context of a small developing country. We examine theories subsumed under the Universal Model of human resource management (HRM) onto SMEs to study the hypothesized people and institutionally orientated barriers posed to SMEs' internationalization. Using quantitative analysis, the impacts of the barriers on internationalization are highlighted with particular attention to employer attractiveness. Following extant literature review, this study has used primary data collected through questionnaires from 212 Bangladeshi SMEs. We developed and validated the partial least square-based structural equation model (PLS-SEM) to assess the impacts and successfully framed people versus institutional barriers as a second-order hierarchical reflective model, which has not been done previously. Given their marginal significance over institutions, people-oriented cultural barriers should be included as an extension of the Universal Model to study SME internationalization.

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Section: Discussionmentioning

confidence: 76%

Application of human resource management's universal model: An examination of people versus institutions as barriers of internationalization for SMEs in a small developing country

Mendy

Rahman

2018

Thunderbird Intl Bus Rev

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“…Methodologically, the possibility to enhance SMEs' survival in a developing country can be assisted not only via traditional training and development (Marchington & Grugulis, ) or technological innovation (Booltink & Saka‐Helmhout, ) but also by developing a model highlighting what the key barriers to their survivability and international relationships are (see Table ). Therefore, a methodological insight into the testing of various key constructs of internationalization within an integrative process approach has been missing and therefore is a contribution rather than identifying the wheels' (Dreher & Gassebner ; Maharjan & Sekiguchi, ) needing to be “greased” as before.…”

Section: Discussionmentioning

confidence: 99%

Using the “best‐fit” approach to investigate the effects of politico‐economic and social barriers on SMEs' internationalization in an emerging country context: Implications and future directions

Mendy

Rahman

Bal

2020

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The way this study has used the "best-fit" approach has facilitated the investigation of how three hypothesized constructs of political, economic, and social barriers can deepen our knowledge of their impacts on small and medium-sized enterprises (SMEs)' internationalization within a small developing country context. Based on a quantitative analysis of the three hypothesized barriers, we used the "best-fit" approach to measure the extent to which the SMEs' internal variables like people, products, services, and practices might best fit some of the people and non-people factors external to the businesses. The application of the "best-fit" approach onto the three hypotheses-politics (H1), social (H2), economics (H3), helped us in explaining the major social and politico-economic barriers faced by a developing economy' (Bangladeshi) SMEs' internationalization despite previous literatures' emphasis on the impacts of globalization, market drivers or their oversight. Based on the findings, we point to future research trajectory. This study used primary survey data from 212 Bangladeshi SMEs and successfully validated an HR model by using Smart PLS3 software. The results from the hypotheses were used to produce the HR model to help SMEs identify the significance of people and economic factors and propose these aspects for inclusion in the "best-fit" approach, SME, and globalization research. K E Y W O R D Sbest-fit approach, developing country, HR model, internationalization, SMEs

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“…As a result of integration with international markets, the financial sector is ahead of other firms in several spheres of HRM and hiring decisions are made jointly by HR and line managers (Gautam and Davis 2007). In contrast, most Nepalese firms have informal staffing practices including word of mouth (Adhikari and Gautam 2010;Agrawal 2009;Maharjan and Sekiguchi 2016a). Some firms use national newspapers, head-hunting, and recruitment agencies to advertise positions (Maharjan 2013; Maharjan and Sekiguchi 2016a).…”

Section: Nepalmentioning

confidence: 99%

“…Many firms avoid training and allocate limited funds for such activities (Adhikari 2010; Agrawal 2009; Maharjan, and Sekiguchi 2016a); and supervisors identify potential trainees (Maharjan and Sekiguchi 2016a). Therefore, enthusiastic employees search for donors and funded training programs (Maharjan 2013).…”

Section: Nepalmentioning

confidence: 99%

HRM practices in South Asia: convergence, divergence, and intra-regional differences

2020

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South Asia is distinct from other parts of Asia and the rest of the world because of its unique political, legal, economic, and socio-cultural systems. Despite this uniqueness, human resource management (HRM) practices of the countries making up this region have not been subjected to sustained examination. This study aims to examine the HRM practices in six South Asian countries including Bangladesh, India, the Maldives, Nepal, Pakistan, and Sri Lanka by synthesizing the existing literature and to propose some directions for future research. This review suggests that HRM practices in South Asia are simultaneously converging and diverging as in other Asian countries. In addition, HRM in South Asia appears to be following the early trajectories of the more advanced industrialized Western countries. Overall, South Asian nations lag East and Southeast Asian countries in adopting contemporary Western HRM practices.

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Human resource management practices at foreign-affiliated companies in least-developed regions: US and Japanese Companies in Nepal

Cited by 15 publications

References 52 publications

Application of human resource management's universal model: An examination of people versus institutions as barriers of internationalization for SMEs in a small developing country

Application of human resource management's universal model: An examination of people versus institutions as barriers of internationalization for SMEs in a small developing country

Using the “best‐fit” approach to investigate the effects of politico‐economic and social barriers on SMEs' internationalization in an emerging country context: Implications and future directions

HRM practices in South Asia: convergence, divergence, and intra-regional differences

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