Intercultural influences on managing African employees of Chinese firms in Africa: Chinese managers’ HRM practices

Xing, Yijun; Liu, Yipeng; Tarba, Shlomo; Cooper, Cary L.

doi:10.1016/j.ibusrev.2014.05.003

Cited by 96 publications

(109 citation statements)

References 122 publications

(136 reference statements)

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“…This enabled strands of narrative and storytelling approaches in the data collection (Czarniawska, 1998;Gabriel, 2000Gabriel, , 2004Phillips and Oswick, 2012). Narrative-style data and analysis can produce rich information and insights on strategic partnership topics, such as intercultural influences managerial behaviours (Xing, Liu, Tarba and Cooper, 2014), post-merger integration (Monin, Noorderhaven, Vaara and Kroon, 2013;Melkonian, Monin, and Noorderhaven 2011), national culture influence on foreign MNC local employees (Caprar, 2011).…”

Section: Research Methodology and Methodsmentioning

confidence: 99%

“…Emerging economies are often associated with fragmented labor markets and a lack of high quality labor supply (Cooke, 2009). Moreover, there may be significant institutional differences between emerging markets and advanced economies as illustrated in, for example, the varying function of labor union exhortations to foreign firms to understand the 'rules of the game' (Xing, Liu, Tarba and Cooper, 2014). Furthermore, rapid employee turnover in emerging markets can create instability in the composition of a small SME workforce and raise concerns over the continual need to recruit and select qualified employees (Warner, 2012;Zhu, Thomson and Cieri, 2008 Furusawa and Brewster, 2014) will indeed expand but equally may well be harder to retain: 4 'While international talent grows in value, it is increasingly difficult to obtain, deploy and retain.…”

Section: Talent Management -Backgroundmentioning

confidence: 99%

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Managing talent across advanced and emerging economies: HR issues and challenges in a Sino-German strategic collaboration

Stokes

Liu

Smith

et al. 2015

The International Journal of Human Resource Management

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The HR practices involved in global talent management continue to advance and evolve. A majority of talent management commentary is from multinational corporation (MNC) perspectives. However, the less commented small-to-medium sized enterprise (SME) also confronts challenges grounded in economic (i.e. resources, finance), organisational (i.e. size, scope and structure) and consequent behavioral rationales (i.e. mindsets and stances). This paper establishes and examines a number of propositions which consider how these factors impact on an advanced economy SME's talent management in emerging economy collaborations.An interpretive qualitative methodology is employed using interviews conducted within two cases -SME and an MNC comparator case. The SME case is used as the driving force of the paper and its theoretical focus and findings. The MNC is used to develop issues as a comparator case. The findings show SME economic and organisational drivers producing behavioral dynamics in relation to mimesis of planned actions yet informal serendipitous responses in reality; a predilection for the proximate and familiar; design configurations of short-term expatriate visits and inpatriates; cumulating in on-going inpatriate acculturisation and re-acculturation oscillation. Consequently, the implication is that the SME needs a HR practices encompassing resignation to the situation, flexibility and resilience in order to survive and progress.Keywords: HR practices, talent management, SME, inpatriates, acculturisation. 1 IntroductionHuman Resource (HR) practices around talent management -the recruitment, selection and retention of national and international talent by organizations -has attracted considerable scholarly attention (Collings, Scullion and Morley, 2007;Farndale, Scullion and Sparrow, 2010;Minbaeva and Collings, 2013). This work has focused primarily on HR practices in multinational corporation (MNC) contexts. This propensity is perhaps to be anticipated since MNCs possess complex multi-faceted infrastructures, expansive international operations, and, large marketing budgets which require (and can afford) the development of planned talent management systems.In contrast, by definition, small to medium-sized enterprises (SMEs), frequently lack the scale, scope, resources and international experience of MNCs. In essence, while SMEs may compete in segments of MNC markets, the 'world' of SMEs in terms of inter alia: decisionmaking, investment choices, culture and daily running of the firm -often led by family owner-directors and linked with a community rooted to a specific geographical locality -are all substantively different to MNCs. In response to SME proclivities, a substantive body of writing has been generated (Voordeckers, Van Gils and Van de Heuvel, 2007;Nieto, Santamaria, Fernandez, 2013;Lewis, 2015;Wang and Liu, 2015).Nevertheless, HR practices for talent recruitment and management in SMEs, and in particular as SMEs expand into international strategic partnerships, have been considerably less researched.Given t...

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Section: Research Methodology and Methodsmentioning

confidence: 99%

Section: Talent Management -Backgroundmentioning

confidence: 99%

Managing talent across advanced and emerging economies: HR issues and challenges in a Sino-German strategic collaboration

Stokes

Liu

Smith

et al. 2015

The International Journal of Human Resource Management

Self Cite

View full text Add to dashboard Cite

show abstract

“…According to Xing et al (2016) the level of the individual, the influences of national culture and economic ideology combine to produce a value system that is fully aligned with neither culture nor ideology. From another perspective, Lu, Huang and Bond (2016) and Jing and Bond (2015) point out that in national cultures where people's independence and personal responsibility are endorsed, individuals' decisions and actions are more likely to be decided by their own inside "cores" (i.e., values, beliefs, and orientations), or by external incentive that is consistent with their broader cultural norms.…”

Section: Intercultural Aspectsmentioning

confidence: 99%

CULTURAL DUE DILIGENCE IN M&A. IMPORTANCE OF SOFT RISKS FACTORS

Warter¹,

Warter²

2017

ASHU- ES

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“…guanxi) might impart a flexibility to otherwise quite rigid models (Xing, Liu, Tarba and Cooper 2016). Critics have argued that extended networks of support might primarily serve the function of enriching insiders at the expense of other stakeholders, or subject the organization to a greater range of competing pressures than it can cope with (c.f.…”

Section: The Development Of Comparative Hrmmentioning

confidence: 99%

What do we know about cross-country comparative studies in HRM? A critical review of literature in the period of 2000-2014

Cooke

Veen

Wood

2016

The International Journal of Human Resource Management

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Significant progress has been made in the research on variations in human resource management (HRM) across national boundaries, in both the quantity of studies and theoretical advancements since the mid-1980s. The aim of this paper is to provide a systematic review of existing literature on cross-country comparative studies of HRM as an important strand of the international HRM field in order to shed new light on dominant key concerns and themes, and emerging syntheses. More specifically, we conducted a systematic review of cross-country comparative HRM studies published in academic journals in the English language in the 15-year period of 2000-2014. Our paper charted the development of cross-country comparative studies of HRM as a sub-field of HRM research. Our analysis of 125 articles from 30 business and management journals shows the countries/regions that have been studied, topics, and research methods used. We also highlight a number of research avenues for further study in this field. Although there are a number of distinct strands to the literature, our study concludes that there is an emerging common ground in underlying concerns and theoretical assumptions both within the field, and with other areas of management inquiry.

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Intercultural influences on managing African employees of Chinese firms in Africa: Chinese managers’ HRM practices

Cited by 96 publications

References 122 publications

Managing talent across advanced and emerging economies: HR issues and challenges in a Sino-German strategic collaboration

Managing talent across advanced and emerging economies: HR issues and challenges in a Sino-German strategic collaboration

CULTURAL DUE DILIGENCE IN M&A. IMPORTANCE OF SOFT RISKS FACTORS

What do we know about cross-country comparative studies in HRM? A critical review of literature in the period of 2000-2014

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