Inpatriation

KIM, Heejin

doi:10.7880/abas.12.327

Cited by 8 publications

(2 citation statements)

References 29 publications

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“…In the Japanese case, inpatriation can be found in some leading MNEs, which utilize it primarily to train and develop selected host-country employees. However, overall not many Japanese MNEs are practising inpatriation actively and systematically as an international human resource development method (Kim, 2013;Nakamura, 2016).…”

Section: Literature Reviewmentioning

confidence: 99%

Overcoming the ethnocentric firm? – foreign fresh university graduate employment in Japan as a new international human resource development method

Conrad

Meyer‐Ohle

2017

The International Journal of Human Resource Management

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a east asian studies, university of sheffield, sheffield, uK; b Department of Japanese studies, national university of singapore, singapore, singapore ABSTRACT This article analyses a new and, by international comparison, distinct recruitment trend -the systematic hiring of foreign fresh university graduates (FFGs) into Japanese multinational enterprises' (MNEs) operations in Japan. Our explorative research, which is based on interviews with HR managers and FFGs, offers three major findings related to international HR development methods. Firstly, the inpatriate literature has identified the roles of foreign (subsidiary) staff as knowledge conduits and boundary-spanners between headquarters and subsidiaries. While such objectives do not drive Japan's FFG hiring trend, we find similar challenges in terms of the absorptive capacities of headquarters. Secondly, following a Varieties-of-Capitalism perspective, we argue that FFG hiring is an institutional answer to the particularities of Japan's employment system. Aiming at internationalizing headquarters from within, it contributes to resolving the internationalization conundrum of Japanese MNEs, but rather than overcoming the existing ethnocentric HR model it accommodates this orientation. Thirdly, we advance the general HR literature by proposing a new framework that addresses the viability of international personnel development methods in dependence of the workforce diversity and distinctiveness of employment practices in headquarters. We locate FFG hiring, inpatriation and self-initiated assignments within this framework.

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Section: Literature Reviewmentioning

confidence: 99%

Overcoming the ethnocentric firm? – foreign fresh university graduate employment in Japan as a new international human resource development method

Conrad

Meyer‐Ohle

2017

The International Journal of Human Resource Management

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“…Thus, several Japanese MNCs consider inpatriation a tool for the localization of human resources by developing managers of overseas subsidiaries in Japanese HQs (Nemoto, 1999). However, not many Japanese MNCs are actively and systematically using inpatriation (for example Kim, 2013).…”

Section: Training and Development Through Inpatriationmentioning

confidence: 99%

International human resource management of Japanese multinational corporations: Challenges and future directions

2016

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Japanese multinational corporations (MNCs) enjoyed global success until the early 1990s, but recent trends have presented many challenges, necessitating adaptations to international human resource management (IHRM) and other management practices. In reviewing recent changes in the IHRM of Japanese MNCs by focusing on 'internal internationalization' at headquarters and 'external internationalization' in foreign subsidiaries, we develop a framework that elucidates these processes through the characteristics of industries and Japanese MNCs. Moreover, we discuss future research avenues for a deeper understanding of Japanese IHRM and generating new knowledge in the IHRM field.

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Global Recruiting

Phillips¹,

Gully²

2017

The Wiley Blackwell Handbook of the Psychology of Recruitment, Selection and Employee Retention

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Inpatriation

Abstract: Kim 328 been discussed within the context of localization of human resources since the 1980s, will now present a new solution for many Japanese companies that are struggling to gain or transfer market knowledge from emerging markets.

Cited by 8 publications

References 29 publications

Overcoming the ethnocentric firm? – foreign fresh university graduate employment in Japan as a new international human resource development method

Overcoming the ethnocentric firm? – foreign fresh university graduate employment in Japan as a new international human resource development method

International human resource management of Japanese multinational corporations: Challenges and future directions

Global Recruiting

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