Comparative Human Resource Management: An Introduction

Brewster, Chris; Mayrhofer, Wolfgang

doi:10.4337/9780857938718.00005

Cited by 27 publications

(32 citation statements)

References 40 publications

(47 reference statements)

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“…First, it fits into the ongoing discussion about universalist versus contextualist views in HRM (Brewster 1999b). While the former emphasizes universal underlying principles and looks for common best practice in HRM, the latter focuses on contextual specifics and searches for good fit between various practices and the respective situation (Brewster and Mayrhofer 2011). Within the contextual view, there is an extensive literature on the role of the cultural (Reiche, Lee and Quintanilla 2012) and institutional (Wood, Psychogios, Szamosi and Collings 2012) context for HRM.…”

Section: Introductionmentioning

confidence: 93%

Career success across 11 countries: implications for international human resource management

Shen

Demel²,

Unite

et al. 2014

The International Journal of Human Resource Management

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This qualitative study examines perceived meanings of career success across eleven countries. The results show that people define career success in ways that enrich and illuminate the basic dichotomy of objective and subjective career success and establish their relative strengths across countries. Juxtaposing our data with human resource management (HRM) practices, we contribute to the universalist versus contextualist debate in HRM by adding the career management angle. We shed light on the relative importance of cultural and institutional factors for HRM in the area of careers and add a global perspective to the discussion about agentic careers. In our discussion we offer practical suggestions for multinational companies including how to individualize HRM to address diverse views of career success.

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Section: Introductionmentioning

confidence: 93%

Career success across 11 countries: implications for international human resource management

Shen

Demel²,

Unite

et al. 2014

The International Journal of Human Resource Management

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“…The convergence-divergence debate was extended to the field of HRM by several leading scholars (see, e.g., Brewster, 2004;Dowling et al, 2013;Tregaskis & Brewster, 2006;Brewster & Mayrhofer, 2012;Brewster et al, 2015;Sparrow & Budhwar, 1997;Sparrow & Hiltrop, 1997;Sparrow et al, 1999). 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

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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.

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“…An emerging body of recent literature on international HRM takes an opposing view (see Brewster and Mayrhofer, 2012). It has been argued that formal private property rights may have very limited impact on the actual regulation of labor, reflecting the fact that many countries do not have homogenous legal systems and variations in enforcement capabilities (see Cooney et al, 2011;Wood & Brewster, 2007).…”

Section: Employee Rights Fdi and Hr Practice: Current International mentioning

confidence: 99%

“…Hence, this would challenge the assumption of the property rights orientated literature that labor regulation is detrimental to owners/shareholders: it is possible for both workers and owners to benefit from specific regulatory regimes through the adoption of higher value added HR policies. Again, it can be argued that MNCs may adjust policies to cope with, compensate for, and gain complementarities from, different regulatory and institutional regimes (Brewster & Mayrhofer, 2012). Khavul et al (2010) argue that internationalization by firms from emerging markets may provide an opportunity to learn about and adopt new HR practices.…”

Section: Employee Rights Fdi and Hr Practice: Current International mentioning

confidence: 99%

“…Early literature on international HRM suggested that when moving into new markets MNCs simply deploy predetermined approaches to people management, often assumed to be around a particular best practices model. However, there has been a growing recognition that national differences in HRM remain persistently different, and that MNCs have, in many cases, to fit in with local realities (Brewster & Mayrhofer, 2012). There has been growing interest in the HRM literature in the rise of outward FDI by emerging market MNCs, and its implications for people management (Khavul et al, 2010;Zhu et al, 2008).…”

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confidence: 99%

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Foreign Direct Investment from Emerging Markets to Africa: The HRM Context

Wood

Mazouz

Yin

et al. 2014

Human Resource Management

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In this article, we explore what determines the decisions of emerging‐market multinational corporations (MNCs) to invest in Africa and whether this is any different from their counterparts in mature markets, focusing on the HRM context. More specifically, we explore the effect of potential host‐country wages, local capabilities, and the relative rights of owners versus workers on foreign direct investment (FDI) decisions, as well as other relevant factors such as mineral resources and corruption. We found that emerging‐market MNCs were not deterred by relatively weak property owner rights (as indeed, was also the case for their counterparts from mature markets); hence, any weakening of countervailing worker rights is unlikely to unlock significant new FDI. However, emerging‐market MNCs were more likely to invest in low‐wage economies and did not appear to be concerned by local skills gaps; the latter would reflect the relative de facto ease with which even partially skilled expatriate labor can be imported into many African countries. At the same time, a reliance on low‐wage, unskilled labor, coupled with the extensive usage of expatriates, brings with it a wide range of challenges for the HR manager, which a firm committed to cost‐cutting may lack the capabilities to resolve. © 2014 Wiley Periodicals, Inc.

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Comparative Human Resource Management: An Introduction

Cited by 27 publications

References 40 publications

Career success across 11 countries: implications for international human resource management

Career success across 11 countries: implications for international human resource management

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

Foreign Direct Investment from Emerging Markets to Africa: The HRM Context

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