International human resource management in developing and transitional economy countries: A breed apart?

Divergence or convergence: a cross‐national comparison of personnel selection practices

“…First, because of a shortage of skilled technical employees, many employers in Taiwan obtain experienced personnel by hiring them away from competitors with more attractive offers (Farh, 1995). This phenomenon is common not only in Taiwan but also in all developing countries, particularly as employees consider the companies they work for as "training grounds" (Napier & Vu, 1998). By contrast, in Japan it is strictly a taboo for a large company to steal talented employees away from its competitors.…”

Control and co-ordination of Japanese subsidiaries in China: problems of an expatriate-based management system

“…By both measures China exhibits one of the most complex business environments with its large numbers of different actors at the various layers of business and politics. This is combined with huge regional differences and general instability (Napier and Vu 1998;Child 2000).…”

Cultural orientations and preferences for HRM policies and practices: the case of Oman

“…However, most of the research has been conducted in Western developed countries. Research in developing nations is needed both to test the generalizability of theories and practices that originated in Western cultural context and to identify appropriate alternative strategies for different contexts (Ali, 1992;Napier andVu, 1998, Robertson et al, 2002). According to Robertson et al (2001), despite being a politically and economically significant region, with a combined population of some 400 million and extensive natural resources (Ali, 1999), the Middle East is left behind in terms of international and cross-cultural management research.…”