Korean Companies in China: Strategies in the Localization of Management

Taylor, Robert S.; Cho, Yong-Doo; Hyun, Jae-Hoon

doi:10.1080/713999113

Cited by 13 publications

(8 citation statements)

References 2 publications

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“…Leadership training tends to be combined with CCT and is only provided by the abovementioned three MNEs. This finding lends some support to Gamble (), Lansbury et al (), and Taylor et al () that reached a similar conclusion, in that MNEs offer only limited, low‐rigor predeparture training. Our study shows that the inadequacy of predeparture CCT and leadership training is due to managerial perceptions of low training needs because expatriates were chosen from candidates who had already worked or lived in the host country, and predeparture training was of little use.…”

Section: Discussionsupporting

confidence: 81%

“…However, little research attention has been paid to such companies’ international training and management development practices. A recent literature review by Kang and Shen () has found that only four studies—Taylor, Cho, and Hyun (); Gamble (); Lansbury, Kwon, and Suh (); and Zou and Lansbury ()—explored training and management development practices of South Korean MNEs. All four studies, however, only examined training for HCNs.…”

Section: Introductionmentioning

confidence: 99%

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International Training and Management Development Policies and Practices of South Korean MNEs in China

Kang

Shen

Gao-jian

2015

Thunderbird International Business Review

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International training and management development has to date received little research attention. This study aims to contribute to the international human resource management literature by empirically exploring international training and management development policies and practices for both expatriates and host‐country nationals (HCNs) of South Korean multinational enterprises (MNEs) operating in China. The data for this study were collected through in‐depth interviews with both HCN managers and expatriate managers of 10 Korean MNEs. The results show that in our sample, South Korean MNEs provide expatriates with inadequate and low‐rigor predeparture cross‐cultural training and leadership training. However, the sample MNEs provide extensive predeparture and postarrival language training and regular postarrival technical and professional training. On‐the‐job training is provided mainly to HCN production workers in order to improve productivity and work safety. Selected high‐performance HCN middle managers and employees are sent back to headquarters for training. This, however, is not regarded for career development but for rewarding good performance. The sample South Korean MNEs pay little attention to management development for both expatriates and HCNs. Consequently, this has a negative effect on employees’ organizational commitment and retention. © 2015 Wiley Periodicals, Inc.

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Section: Discussionsupporting

confidence: 81%

Section: Introductionmentioning

confidence: 99%

International Training and Management Development Policies and Practices of South Korean MNEs in China

Kang

Shen

Gao-jian

2015

Thunderbird International Business Review

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“…Studies on Korean outward FDI and TNCs according to region of destination focus predominantly on the particularities of Korean investment in Europe (Cherry, 2001;Dent & Randerson, 1997;Van Hoesel, 1999) and China (Kim & Mah, 2006;Debaere, Lee, & Paik, 2011;Taylor, Cho, & Hyun, 2001). And though Kwak and Mortimore (2007) made important contributions to the literature on Korean corporate strategies and outward investment in Latin America, the study of Korean investment in Mexico is scarce and tangential at best.…”

Section: Korean Outward Fdimentioning

confidence: 97%

Korean Companies in Mexico: Business Practices and National Identity

Aymes

Salas-Porras²

2012

Journal of Asia-Pacific Business

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This article examines certain characteristics of Korean investment in Mexico. It provides an analytical framework to study the business practices of Korean companies and the influence of Korean national identity on the business linkages abroad. Special attention is given to the linkages that Korean companies (commercial subsidiaries, affiliates, suppliers, producers, and maquiladoras) maintain with their parent companies and/or with other Korean-origin firms, with a focus on two specific issues: control and decision making within the firm and the preference for doing business withKoreans.

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“…Of the articles published during this time frame, seven looked specifically at knowledge transfer (S. Chen & Wilson, 2003;Delios & Björkman, 2000;Gamble, 2003;Law, Wong, & Wang, 2004;Sanyal & Guvenli, 2000;Selmer, 2004;Taylor, Chu, & Hyun, 2001). Most of these considered the issues of localizing management within Chinese enterprises.…”

Section: Human Resource Management In Firms In Chinamentioning

confidence: 99%

“…Gamble (2003) described the creation of a "glass ceiling" effect limiting promotion opportunities for local managers in FIEs. Once again, a common view was that there was a need to adapt to the culture and that forms of management hybrids were developing (S. Chen & Wilson, 2003;Taylor et al, 2001). Sanyal and Guvenli's (2000) study of the transfer of management control techniques in U.S. firms operating in China indicated that organizational size and investment size were key factors in determining the likelihood of the use of control tools.…”

Section: Human Resource Management In Firms In Chinamentioning

confidence: 99%

A retrospective and prospective analysis of HRM research in Chinese firms: Implications and directions for future study

Zhu

Thomson

Cieri

2008

Human Resource Management

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Based on an extensive review and analysis of 182 articles published in the field of human resource management that focus on China since its economic reform, this article discusses the major reasons for the growth in this area of research. We identify five major categories spanning research and practice, ownership type, and research method. Further, we examine issues and deficiencies in the research literature. Based on our analysis of each research category, we present a substantial series of research questions and implications for future research on HRM in China. © 2008 Wiley Periodicals, Inc.

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Korean Companies in China: Strategies in the Localization of Management

Cited by 13 publications

References 2 publications

International Training and Management Development Policies and Practices of South Korean MNEs in China

International Training and Management Development Policies and Practices of South Korean MNEs in China

Korean Companies in Mexico: Business Practices and National Identity

A retrospective and prospective analysis of HRM research in Chinese firms: Implications and directions for future study

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