Suchergebnisse

The board of directors has so far been neglected in research on the operations of Sino‐foreign joint ventures, a subject which has not previously obtained any scholarly attention. This paper analyzes the role of the board in the management of Chinese‐Western joint ventures as seen from the expatriate managers' point of view. Qualitative and quantitative data from 33 Sino‐Western joint ventures is presented on the composition of the board, the importance attached to different roles of the board, and the way in which the board functions. An attempt is made to explain variations in the role played by the board in different joint ventures. Suggestions are forwarded to Western companies on how to improve the functioning of the board. Ideas for future research are also presented.

The second edition of this Handbook provides up-to-date insight into ground-breaking research on international human resource issues today. These issues are faced by multinational companies which can be as small as one person with a computer and Internet connection or as large as a medium-sized country. -- Written by the field's most distinguished researchers, the book will stimulate thought for new research and provide a glimpse of where we have been and where we are going. The book explores issues such as the importance of linking IHRM activities to organizational strategy and culture; talent management; staffing; performance management; leadership development; diversity management; international assignment and mobility issues; and the role of IHRM in the management of global teams and cross-border joint ventures, mergers and acquisitions. -- The Handbook illustrates that IHRM research is both theoretically deep and eclectic. Drawing upon a range of paradigms and perspectives this compendium will prove invaluable for HRM scholars, doctoral students, and others interested in IHRM research.

PurposeThe purpose of the paper is to examine the kind of HRM practices being implemented by overseas firms in their Indian subsidiaries and also to analyze the linkage between HRM practices and organizational performance.Design/methodology/approachThe paper utilizes a mixture of both quantitative and qualitative techniques via personal interviews in 76 subsidiaries.FindingsThe results show that while the introduction of HRM practices from the foreign parent organization is negatively associated with performance, local adaption of HRM practices is positively related with the performance of foreign firms operating in India.Research limitations/implicationsThe main limitations include data being collected by only one respondent from each firm, and the relatively small sample size.Practical implicationsThe key message for practitioners is that HRM systems do improve organizational performance in the Indian subsidiaries of foreign firms, and an emphasis on the localization of HRM practices can further contribute in this regard.Originality/valueThis is perhaps the very first investigation of its kind in the Indian context.