Evolutionäre Dynamiken

Fuchs, Martina; Westermeyer, Johannes; Finken, Lena

doi:10.25162/bgl-2022-0017

Cited by 2 publications

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“…Beyond the company-internal, and thus very specific, logics for the chosen form of training, our findings indicate that the German skills ecosystem (including the training philosophy) has a larger effect on German companies abroad than, the German skills ecosystem has on foreign companies in Germany. This is an unusual finding, as other studies often refer to an "institutional density" that exerts great influence on the behaviour of local companies [41]. However, it should be noted that the results presented here were based on only one country (China) in the German context.…”

Section: Discussionmentioning

confidence: 47%

Similar or Different Training Cultures? German and Chinese Companies in Their Home and Host Countries

et al. 2023

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For internationally producing companies, training and recruiting skilled workers is particularly challenging. At various international locations, companies often encounter a “skills ecosystem” that differs to a greater or lesser extent from that of the home country. This article considers this problem and examines German companies in Germany and China and, conversely, Chinese companies in China and Germany. Specifically, it examines (1) how the training cultures of companies differ between the home country and abroad, (2) which influencing factors determine the training cultures realized in each case, and (3) what influence the respective nationally prevailing skills ecosystems specifically exert. The findings from these four perspectives document that German companies in Germany use the formal vocational training system of dual training, whereas German companies in China are strongly influenced by the local training culture of in-company learning. Moreover, Chinese companies in China also use this training, and only cooperate to a limited extent with the formal school-based vocational education and training system. These findings show that Chinese companies in Germany do not adopt the dual training system used in Germany. This article analyses these results and discusses the reasons behind them, drawing of a distinction between institutional logic and internal logic.

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Section: Discussionmentioning

confidence: 47%

Similar or Different Training Cultures? German and Chinese Companies in Their Home and Host Countries

et al. 2023

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“…Generally, in later stages of subsidiary development, managers adapt to the local institutional settings, get involved in local actor networks and at least partially share the social values of the host country. This has been described as local embeddedness of the subsidiary (Cantwell et al , 2010; Fuchs et al , 2022; Johanson and Vahlne, 2009; Walcott and Liefner, 2017).…”

Section: Subsidiary Situated Between Headquarters and Local Contextsmentioning

confidence: 99%

Situated between headquarters and local environment: local managers’ scope for action in training activities

Fuchs,

Westermeyer

2023

CPOIB

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Purpose The purpose of this paper is to explore the scope for action of local human resource managers, who are employed in foreign subsidiaries of multinational companies (MNCs), for implementing training activities. These managers are situated in relationships to headquarters and the local environment. Related to this is the question whether MNCs contribute to the local skill base by implementing training activities or whether they exploit the existing skill formation system. Design/methodology/approach This study focusses on German subsidiaries of MNCs with headquarters in the USA and the UK, France, China and Japan. The study is based on 107 expert interviews with subsidiary managers and representatives of local stakeholder organisations, such as educational organisations, chambers, economic promotion agencies and governmental bodies in Germany. Findings The study reveals that headquarters introduce general schemes for training. In addition to these MNC-internal trainings, local managers use their information advantage over headquarters to implement dual training activities. Research limitations/implications The training activities of subsidiaries are dependent on the institutional settings of the host country. Practical implications Albeit dual training activities are laborious and tie the local managers down for the medium and long term, the future need of the subsidiary for adequately skilled workforce prompts local managers’ engagement in implementing dual training activities. Social implications Subsidiaries contribute to the local skill base and do not act in a free-rider position, at least in the German variety of capitalism. Originality/value The study deepens insights on distanced relations within and how subsidiaries generate scope for action by using this kind of relationships.

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Evolutionäre Dynamiken

Cited by 2 publications

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Similar or Different Training Cultures? German and Chinese Companies in Their Home and Host Countries

Similar or Different Training Cultures? German and Chinese Companies in Their Home and Host Countries

Situated between headquarters and local environment: local managers’ scope for action in training activities

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