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Local or Global? Human Resource Management in International Joint Ventures in China

  • Ingmar Björkman
  • Yuan Lu
Chapter
Part of the Studies on the Chinese Economy book series (STCE)

Abstract

In the international business literature, the strategy and operations of MNCs are often conceptualized in terms of global integration versus local responsiveness (Prahalad and Doz, 1987). The framework is typically used to analyse the advantages of global integration and/or standardization of the execution of certain tasks versus the benefits of adjusting to the contextual differences across nations (Ghoshal, 1987). A similar framework has been proposed for HRM policies and practices (Schuler, Dowling and De Cieri, 1993; Taylor, Beechler and Napier, 1996); in this chapter, we will use it to examine the HRM practices for local employees in JVs between Western companies and their local Chinese partners. The establishment of international equity JVs is a central strategy adopted by foreign companies in the PRC. According to China’s statistics, by the end of 1996, over 66 per cent of foreign directly invested firms were JVs (China Statistical Yearbooks 1985–95; Ministry of Foreign Trade and Economic Co-operation, or MOFTEC, 1997).

Keywords

Human Resource Management Foreign Company Local Parent Performance Appraisal Local Partner 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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Copyright information

© Palgrave Macmillan, a division of Macmillan Publishers Limited  2000

Authors and Affiliations

  • Ingmar Björkman
  • Yuan Lu

There are no affiliations available

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