Examining the ‘black box’ of human resource management in MNEs in China: exploring country of origin effects

Zhang, Mingqiong Mike; McNeil, Nicola; Bartram, Timothy; Dowling, Peter J.; Cavanagh, Jillian; Halteh, Pashaar; Bonias, Dimitra

doi:10.1080/09585192.2015.1035305

Cited by 14 publications

(30 citation statements)

References 75 publications

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“…In line with social exchange theory, trust in top management (Andersson et al, 2005) and trust in immediate supervisors (Zhang et al, 2016) were found to positively predict OC in MNCs. Liu and Ipe (2010) also found that leader-member exchange was positively related to AC.…”

Section: Group Antecedentssupporting

confidence: 57%

“…Drawing on social identity theory, Hitotsuyanagi-Hansel et al (2016) established that OC was negatively related to the turnover intentions of local employees working for the subsidiaries of MNCs. Finally, Zhang et al (2016) also found a negative relationship between AC and intentions to leave among employees working in MNCs.…”

Section: Job Attitudesmentioning

confidence: 79%

“…For example, drawing upon social exchange theory, Taylor et al (2008) found that employee perceptions of HPWSs were positively related to employee commitment to MNCs. In contrast, Zhang et al (2016) found that HPWSs indirectly fostered AC through enhancing trust in management.…”

Section: Organizational Antecedentsmentioning

confidence: 85%

“…In line with social exchange theory, Liu (2009) found that AC partially mediated the relationship between parent company perceived organizational support and OCBs, and fully mediated the relationship between subsidiary perceived organizational support and OCBs. Zhang et al (2016) found that AC mediated Kim and Mauborgne (1993), Johnson et al (2002), Hitotsuyanagi-Hansel et al (2016) the relationship between employees' trust in supervisor and intention to leave, and between employees' job satisfaction and intention to leave. Recently, Khaleel, Chelliah, Rauf, and Jamil (2017) found support for the mediating role of AC in the relationship between corporate social responsibility and OCBs.…”

Section: Organizational Commitment As Moderator and Mediatormentioning

confidence: 94%

“…Researchers have examined the influence of OC on employees' job attitudes in MNCs such as intentions to leave (turnover intentions) (Garcia-Cabrera & Garcia-Soto, 2011;Hitotsuyanagi-Hansel et al, 2016;Newman et al, 2011;Zhang et al, 2016), willingness to stay (Gamble & Huang, 2008), and job satisfaction (Paik et al, 2007). In doing so, they have generally relied on social exchange theory (Blau, 1964) to argue that committed MNC employees tend to exhibit positive job attitudes.…”

Section: Job Attitudesmentioning

confidence: 99%

See 4 more Smart Citations

Organizational commitment in the context of multinational corporations: a critical review and directions for future research

Presbitero

Newman

et al. 2018

The International Journal of Human Resource Management

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The antecedents and outcomes of organizational commitment (OC) have been studied extensively over the last three decades. While the majority of research has focused on the OC of employees working in organizations based in a single country or region, studies have also emerged examining the OC of employees working in multinational corporations (MNCs). However, there has been no attempt to comprehensively review and synthesize the literature in this area, limiting our understanding on how to effectively manage OC in MNCs. The present study conducts a systematic review of empirical literature on OC in the MNC context. We review literature on the theoretical foundations, antecedents and outcomes of OC in MNCs, and evaluate empirical papers that expand our understanding of the nomological network of constructs to which OC is related in the MNC context. Building on the review, we then present a future research agenda, which targets opportunities for empirical and theoretical advancement of research on OC in the MNC setting.

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Section: Group Antecedentssupporting

confidence: 57%

Section: Job Attitudesmentioning

confidence: 79%

Section: Organizational Antecedentsmentioning

confidence: 85%

Section: Organizational Commitment As Moderator and Mediatormentioning

confidence: 94%

Section: Job Attitudesmentioning

confidence: 99%

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Organizational commitment in the context of multinational corporations: a critical review and directions for future research

Presbitero

Newman

et al. 2018

The International Journal of Human Resource Management

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Challenges for foreign companies in China: implications for research and practice

et al. 2019

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As a large country with great development potential, China has been one of the most popular foreign direct investment destinations. However, foreign companies increasingly face a variety of challenges especially during the "soft-landing" of the Chinese economy and amidst anti-globalization tendency. Based on a comprehensive review of the extant literature, we provide a critical overview of some of the key challenges for foreign companies in China, focusing on two challenges related to the business environment, namely regulatory and cultural challenges, and two management challenges, namely innovation and human resource management. We provide managerial implications and outline directions for future research.

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Protecting expatriates in hostile environments: institutional forces influencing the safety and security practices of internationally active organisations

Fee

McGrath‐Champ

Berti

2017

The International Journal of Human Resource Management

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The operations of internationally active organisations continue to encroach on hostile locations that are vulnerable to the negative consequences of crises such as political upheaval, terrorist attacks, or natural disasters. Yet research into how firms ensure the physical and psychological safety and security of international staff in these locations is limited. This article reports an empirical study exploring the expatriate safety and security practices of 28 internationally active organisations from three industries that commonly operate in hostile environments. We unveil starkly different approaches across the three industries, and label these approaches 'regulatory' (mining and resources), 'informal mentoring' (news media), and 'empowering' (international aid and development). We use institutional theory to propose that these configurations reflect legitimacy-seeking choices that these organisations make in response to the various institutional environments that affect each sector. Our results provide a platform for initial theory building into the interrelated elements of organisations' safety and security practices, and the institutional factors that shape the design of these.

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Examining the ‘black box’ of human resource management in MNEs in China: exploring country of origin effects

Cited by 14 publications

References 75 publications

Organizational commitment in the context of multinational corporations: a critical review and directions for future research

Organizational commitment in the context of multinational corporations: a critical review and directions for future research

Challenges for foreign companies in China: implications for research and practice

Protecting expatriates in hostile environments: institutional forces influencing the safety and security practices of internationally active organisations

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