Reassessment of convergence and divergence dynamics: implications for international HRM

McGaughey, Sara L.; Cieri, Helen De

doi:10.1080/095851999340530

Cited by 85 publications

(47 citation statements)

References 32 publications

(42 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Through our re-conceptualization of the CDC dialectic as a means of perceiving the dynamics of international business operations we can start to comprehend both how and why environmental changes cause shifts in cultural values in a continuing process of adjustment (Mead, 1998). An understanding of the dynamics and interaction of our model may significantly enhance the competitive advantage of MNCs through, for example, the ability to manage the conflicting needs of integration and differentiation within the complex post-crisis Asian business environments (McGaughey and Cieri, 1999).…”

Section: Limitations Conclusion and Future Research Directionsmentioning

confidence: 99%

“…Static by nature, such an approach ignores the key dimension of dynamism embedded in the concept of change (Khiliji, 2002). To this end an assessment of the CDC dynamic necessitates longitudinal data in order to provide the only salient and realistic portrait of corporate Asian subsidiaries and their operation over time (McGaughey and Cieri, 1999).…”

Section: Limitations Conclusion and Future Research Directionsmentioning

confidence: 99%

See 1 more Smart Citation

Temporal Dynamics of Crossvergence: Institutionalizing MNC Integration Strategies in Post-Crisis ASEAN

Andrews

Chompusri

2005

Asia Pacific J Manage

View full text Add to dashboard Cite

This study utilizes the temporal lens afforded by the unprecedented pace of the Asian financial crisis to re-conceptualize the convergence-divergence-crossvergence (CDC) framework. Grounded at the Western-headquartered ASEAN subsidiary, CDC is hypothesized as a dialectical progression comprising Western corporate culture (‘convergence’) ASEAN societal culture (‘divergence’) and ending with the institutionalization of these forces (‘crossvergence’) as a transient re-equilibrium. Against a backdrop of increasing macro-level turbulence, the CDC dialectic is then fed through a dyadic cycle of environmental shocks and organizational responses. Managerial implications are discussed along with suggestions for future research. Copyright Springer Science + Business Media, Inc. 2005convergence-divergence-crossvergence, cross-cultural organizational change, dialectical progression, institutionalization, multinational corporations, ASEAN,

show abstract

Section: Limitations Conclusion and Future Research Directionsmentioning

confidence: 99%

Section: Limitations Conclusion and Future Research Directionsmentioning

confidence: 99%

Temporal Dynamics of Crossvergence: Institutionalizing MNC Integration Strategies in Post-Crisis ASEAN

Andrews

Chompusri

2005

Asia Pacific J Manage

View full text Add to dashboard Cite

show abstract

“…These and other scholars of comparative international HRM initiated work on the convergence-divergence theses to help us better understand the dynamics of international HRM (see, also, von Glinow et al, 2002);Mcgaughey and De Cieri, 1999;Katz and Darbishire, 2000;Rowley and Benson, 2000;2002;Liu et al, 2004;Pudelko et al, 2006;Witt, 2008;Paik et al, 2011).…”

Section: The Convergence-divergence Debatementioning

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

View full text Add to dashboard Cite

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.

show abstract

“…Terminology varies across literature. Terms included were standardization, centralization, integration, assimilation or convergence versus adaptation, autonomy, separation, novelty or divergence (Lu and Bjorkman, 1997;McGaughey and De Cieri, 1999;Fenton-O'Creevy et al, 2007). Yet, virtually all the terms refer to the same phenomenon: the need to balance global HRM practices for the sake of efficiency and the adaptation to the local context.…”

Section: The International Hrm and Scml: Discussion On Mapping The Comentioning

confidence: 99%

Global organizations and supply chain

González‐Loureiro

Dabić

Puig

2014

International Journal of Physical Distribution &Amp; Logistics Management

View full text Add to dashboard Cite

Purpose – The purpose of this paper is to aim at proposing a research agenda in the intersection of strategic supply chain management and logistics (SCML) of global organizations from the perspective of international human resource management (IHRM). Design/methodology/approach – To disclose the intellectual structure of research to date across both fields, the content of up to 280 articles dealing with IHRM and 174 papers addressing challenges in SCML in global organizations from a human resource management (HRM) viewpoint were analyzed. A stepwise hierarchical cluster and discriminant analysis were conducted to map a joint research agenda. Approaches from Upper Echelons theory and Co-Evolutionary theory of global organizations were adopted. Findings – Top management teams (TMT) are crucial to manage SCML successfully in today’s global organizations. Research on this intersection should draw attention to find antecedents, consequences and the process showing how those talented people grouped in dispersed teams can be a source of competitive advantage. Six different areas of research are proposed. It is proposed that future research should focus on the human capital (HC); meaning those key individuals of an organization that make things happen. In the near future, the global organization’s competitiveness will be shaped by how the organization manages its HC in SCML. Methodologies such as meta-analysis are suggested to summarize the extant literature on IHRM when applied to SCML in global organizations. Research limitations/implications – The search was conducted in SSCI-ISIWoK and Scopus databases. As a limitation, some articles and other scientific contributions not abstracted there were not included. Nevertheless, both searches enabled obtaining balanced results between scope and richness of content. Originality/value – Only a marginal portion of literature reviews have been conducted by using mixed methods in the fields of IHRM and SCML. The results will be useful for scholars of both fields in their attempts to enlarge the knowledge boundaries in these areas. From a practitioner’s viewpoint, this research may provide an integrative framework for global organizations to build a competitive advantage based on managing HC and its SCML strategically.

show abstract

Reassessment of convergence and divergence dynamics: implications for international HRM

Cited by 85 publications

References 32 publications

Temporal Dynamics of Crossvergence: Institutionalizing MNC Integration Strategies in Post-Crisis ASEAN

Temporal Dynamics of Crossvergence: Institutionalizing MNC Integration Strategies in Post-Crisis ASEAN

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

Global organizations and supply chain

Contact Info

Product

Resources

About