Changes and continuities in South Korean HRM

Bae, Johngseok; Rowley, Chris

doi:10.1080/13602380312331288720

Cited by 20 publications

(23 citation statements)

References 21 publications

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“…Institutional contexts also have changed. As Bae and Rowley (2004) claim, it seems that a new era of Korean HRM has arrived with traces of past practice and continuity and uncertainty regarding the future.…”

Section: The Development and Transformation Of Hrm In East Asiamentioning

confidence: 92%

“…Japanese influences in Korea are also strong due to its colonial history and postwar economic ties with Japan. Some Japanese HRM practices could be found in Korean firms such as lifetime employment and seniority pay and promotion (Bae and Rowley, 2004). Loyalty was important like in Japan, but it was focused on individual personal relationships rather that of than individual towards organization (Kim and Briscoe, 1997).…”

Section: The Development and Transformation Of Hrm In East Asiamentioning

confidence: 98%

“…Loyalty was important like in Japan, but it was focused on individual personal relationships rather that of than individual towards organization (Kim and Briscoe, 1997). In addition, US military and economic support was important for the survival of South Korea and, consequently, the impact on managerial, business and academic outlook and views was overwhelming in the post-war period (Bae and Rowley, 2004). Due to the military confrontation with the North Korea, most male employees and managerial staff experienced military training and naturally brought many army training principles into enterprise management (ibid.).…”

Section: The Development and Transformation Of Hrm In East Asiamentioning

confidence: 98%

“…The key factors influencing the HRM changes in Korea include environmental turbulence, strategic choice and institutional influence (see Bae and Rowley, 2004). The most important influence on changes is the 1997 Asian Crisis.…”

Section: The Development and Transformation Of Hrm In East Asiamentioning

confidence: 99%

“…The fundamental aspects of Korean HRM system such as lifetime employment and seniority based pay and promotion have been gradually replaced, it is argued, by the employment flexibility model. Bae and Rowley's (2004) study identifies four key areas of HRM under transformation:…”

Section: The Development and Transformation Of Hrm In East Asiamentioning

confidence: 99%

See 4 more Smart Citations

Human resource management with ‘Asian’ characteristics: a hybrid people-management system in East Asia

Zhu¹,

Warner²,

Rowley³

2007

The International Journal of Human Resource Management

Self Cite

124

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The central theme of this article is to illustrate the similarity and difference of people-management system among the key economies in East Asia. The article not only identifies what elements do exist in East Asian people-management system, but also examines other new elements being adopted into the existing system with the influences from the US and Europe. The authors analyse the information on the changes of peoplemanagement system, factors causing the changes and time. The common phenomenon is that when there is a crisis, then that may provide some opportunities for drastic changes. The authors conclude the article by pointing out that HRM is in a reforming process towards hybrid people-management system in East Asia. However, this reforming process is not one-way only. A triangle-influence between East Asia, Europe and the US is the reality. In addition, multi-factors are shaping the outcome of reforming peoplemanagement system in East Asia, identified as foreign influence, the State's influence, the stage of social and economic development, and national and organizational historical path. Other economies, no matter in East Asia or other parts of the world, may draw some lessons from this study.

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Section: The Development and Transformation Of Hrm In East Asiamentioning

confidence: 92%

Section: The Development and Transformation Of Hrm In East Asiamentioning

confidence: 98%

Section: The Development and Transformation Of Hrm In East Asiamentioning

confidence: 98%

Section: The Development and Transformation Of Hrm In East Asiamentioning

confidence: 99%

Section: The Development and Transformation Of Hrm In East Asiamentioning

confidence: 99%

See 3 more Smart Citations

Human resource management with ‘Asian’ characteristics: a hybrid people-management system in East Asia

Zhu¹,

Warner²,

Rowley³

2007

The International Journal of Human Resource Management

Self Cite

124

View full text Add to dashboard Cite

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The liability of mimicry: Implementing “global human resource management standards” in United States and Indian subsidiaries of a South Korean multinational enterprise

Chung

Brewster

Bozkurt

2020

Human Resource Management

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There is increasing evidence that multinational enterprises (MNEs) from less dominant economies tend to mimic and disseminate human resource management (HRM) practices sourced from a dominant economy, usually the United States, to overcome their "liabilities of origin." However, our understanding of the specific challenges involved in the implementation of such practices by firms across different national and subsidiary contexts remains limited. Drawing on evidence from a case study of a South Korean MNE, we examine the extent to which, and ways in which, global HRM policies mimicking U.S. practices are implemented across its sales, manufacturing, and research and development subsidiaries in the United States and India. We find discernible differences in the implementation of the global policies both between the two host country sites and across the three function-specific subsidiaries in each country, identifying a range of national and subsidiary-specific factors that inform these variable implementation outcomes. In addition to legitimacy challenges related to the source, appropriateness, and process of transfer, we note a unique form of legitimacy challenge-"the liability of mimicry"-whereby local actors can challenge head office policies on the basis of a claim to superior expertise in the dominant practices, as a particular concern of MNEs from emerging economies.

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Global talent management and multinational subsidiaries' resilience in the Covid‐19 crisis: Moderating roles of regional headquarters' support and headquarters–subsidiary friction

Lee

Yahiaoui

Lee

et al. 2022

Human Resource Management

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Resilience is central to developing organizational capability to respond to global crises such as the Covid-19 pandemic. To date, few studies have examined the relationship between global talent management (GTM) and the organizational resilience of multinational enterprise (MNE) subsidiaries during crises. This study contributes to the GTM and crisis management literature by examining the role of GTM in MNE subsidiaries' resilience during the Covid-19 crisis. Based on the sample of 166 Korean MNEs and their 1227 foreign subsidiaries, including 293 regional headquarters, operating in 49 host countries, this study shows a positive and significant impact of GTM on the resilience of Korean MNEs subsidiaries. Drawing on agency problems at the subsidiary level and bounded rationality at the headquarters level as factors that may bring about failure in TM in MNEs, as well as a core competence perspective, we shed light on the importance of the three-layered governance structure of MNEs in the analysis of GTM and MNE subsidiaries' resilience. The study has practical implications for Korean MNEs and the organizational resilience of MNEs' subsidiaries during crises more generally.

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Changes and continuities in South Korean HRM

Cited by 20 publications

References 21 publications

Human resource management with ‘Asian’ characteristics: a hybrid people-management system in East Asia

Human resource management with ‘Asian’ characteristics: a hybrid people-management system in East Asia

The liability of mimicry: Implementing “global human resource management standards” in United States and Indian subsidiaries of a South Korean multinational enterprise

Global talent management and multinational subsidiaries' resilience in the Covid‐19 crisis: Moderating roles of regional headquarters' support and headquarters–subsidiary friction

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