Understanding the state and direction of HR as an occupation through institutional theory - the case of Japan

Conrad, Harald; Meyer-Ohle, Hendrik

doi:10.1080/09585192.2023.2255123

Cited by 2 publications

(2 citation statements)

References 67 publications

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“…They eventually enter HR, but might well rotate out of this function again in the future (Aoki, 1990;Jacoby, 2004). These employees might know the company well, but lack specialist knowledge in managing human resources (Conrad & Meyer-Ohle, 2023;Hirano, 2013). Our sample mirrored this state, with only seven informants (see Appendix) reporting experiences in other companies and most HR managers stating that they had arrived in HR after having been extensively rotated through the company.…”

Section: Discussionmentioning

confidence: 99%

“…Overall, if interpreted in the light of DiMaggio and Powell's (1983) proposition about different kinds of isomorphic pressures, we propose that mimetic pressures are more important than normative pressures in the Japanese HR context. HR professionals with formal qualifications, as conduits of normative pressure, still play a comparatively small role in Japan (Conrad & Meyer-Ohle, 2023). Also, the role assigned to consultants diminishes their ability to act as conduits of normative isomorphism through the standardization of organizational practices (Wright et al, 2012).…”

Section: Discussionmentioning

confidence: 99%

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How HR managers develop ideas about HR reform: the role of inter-corporate knowledge exchange in Japan

Conrad,

Meyer-Ohle

2024

Asian Bus Manage

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Following a call for actor-centric research in HRM, we look at the modes how HR managers acquire HR knowledge. Our interview study with HR managers of large established companies in Japan finds a clear preference for direct inter-corporate knowledge exchanges instead of the engagement of outside consultants. Discussing our findings, we explain the reasons for this preference. Abstracting from the case of Japan, we then propose with reference to institutional theory and isomorphism that the way HR knowledge is spread is linked to the nature of employment systems. In external labour markets, HR knowledge has been reported to be predominantly spread through business consultants, educational institutions, and career changes of HR professionals, resulting in normative isomorphism. We propose that in internal labour markets, like Japan’s, companies resort to direct inter-corporate knowledge exchange, which leads to mimetic isomorphism.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

How HR managers develop ideas about HR reform: the role of inter-corporate knowledge exchange in Japan

Conrad,

Meyer-Ohle

2024

Asian Bus Manage

Self Cite

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COVID-19 impact on cross-border M&A advisory business in Japan

Bebenroth,

Lielienthal,

Massmann

2024

RIBS

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Purpose The purpose of this study is to shed light on the impact of the COVID-19 pandemic on cross-border M&A advisory business in Japan. Design/methodology/approach Using the grounded theory approach and trust embedded in network theory, the authors conducted interviews with 12 Japanese senior M&A advisors from 8 different advisory firms, categorizing the results into three general themes. Findings The first theme comprises deep insights contributing to a “decrease in M&A deals” during the COVID-19 crisis as not many deals could be advised while several were canceled. The second theme is “time delays,” with ongoing deals taking more time to be completed. The third gen-eral theme concerns the “new normal” after the COVID-19 era, as M&A advisors have learned to cope with their challenges and are subsequently more efficient, especially time-wise, in dealing with clients. Research limitations/implications The research was based on qualitative data gathered from only 12 interviewees from 8 different consultancies who were Japanese senior M&A advisors. Practical implications The practical implications of this research go beyond the findings of M&A studies conducted during and soon after the COVID-19 pandemic. Consulting firms commonly report on the COVID-19 impact on M&A markets or client firms but are silent about their own hardships in establishing trustful relationships with clients during the COVID-19 pandemic. In contrast, we turn the spotlight on the consulting firms themselves to understand their challenges. Originality/value The originality of this research goes beyond previous studies on the economic impact of firms; the authors lay out the foundation for the hardship of establishing trustful relationships between M&A advisors and their clients during the COVID-19 crisis. The three general themes elucidated the impact of the pandemic, highlighting the challenges confronting the Japanese M&A advisory business. These themes thus provide a more nuanced understanding of the COVID-19 impact.

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Understanding the state and direction of HR as an occupation through institutional theory - the case of Japan

Cited by 2 publications

References 67 publications

How HR managers develop ideas about HR reform: the role of inter-corporate knowledge exchange in Japan

How HR managers develop ideas about HR reform: the role of inter-corporate knowledge exchange in Japan

COVID-19 impact on cross-border M&A advisory business in Japan

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