Managerial mindset as the mechanism of the country-of-origin effect: evidence from Chinese multinational enterprises’ approach to employer associations

Zhu, Judith Shuqin; Jack, Robert

doi:10.1080/09585192.2015.1126333

Cited by 12 publications

(18 citation statements)

References 39 publications

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“…Global leadership is also considered within the interpretive perspective, mostly with a focus on the global mind-set of managers (e.g. Ananthram and Nankervis, 2014; Cseh et al, 2013; Rodrigues and Sbragia, 2013; Zhu and Jack, 2017). Related studies deal with the consequences and benefits of a global mind-set and the processes through which it might be developed.…”

Section: Resultsmentioning

confidence: 99%

An empirical analysis of research paradigms within international human resource management: The need for more diversity

Kornau

Frerichs

Sieben

2020

German Journal of Human Resource Management: Zeitschrift für Pe

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The goal of this article is to provide a fine-grained analysis of international human resource management research that addresses the different perspectives applied in that research. We coded 203 peer-reviewed international human resource management articles published between 2011 and 2018 with content analytical methods guided by the compass of management research developed by Sieben, which is rooted in critical management research. We were particularly attentive to the various discursive orientations international human resource management scholars have adopted, including ideologically critical, poststructuralist, functionalist and interpretive perspectives. We further examined which methods, theoretical perspectives and topics were common within and across different perspectives. This analysis indicated that critical research intending to politicize and question existing structures and ways of organizing is still marginal. Along with the dominance of functionalist and interpretive studies, papers in our dataset commonly use a strategic human resource perspective, are predominantly interested in the human resource management–performance link and focus rather narrowly on multinational corporations and expatriates. Furthermore, while international human resource management scholars increasingly account for the contextual embeddedness of organizations through macro-level theories, they mainly apply institutional perspectives that view organizations as adapting to institutional constraints. We propose a more diverse and reflexive approach – inspired by ideologically critical and poststructuralist perspectives – that may help to overcome these blind spots. Such an approach might, for instance, look at types of organizations other than multinational corporations and individuals other than highly skilled expatriates and might explicitly bring multiple, external stakeholders into the picture. We conclude by suggesting that international human resource management research and practice would benefit from more research diversity which enables more holistic analyses of phenomena, more innovative research and resultant insights, and more space for meta-theoretical reflections.

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Section: Resultsmentioning

confidence: 99%

An empirical analysis of research paradigms within international human resource management: The need for more diversity

Kornau

Frerichs

Sieben

2020

German Journal of Human Resource Management: Zeitschrift für Pe

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“…Micro institutions are similar to macro institutions in that both have the ability to not only support, but also change and shape institutional development. Specifically, micro institutional forces can include the mindset of managers at the business level of the firm (Bruton et al, 2015;Zhu and Jack, 2017). These conflicting institutional pressures obviously affect the actors (i.e.…”

Section: Discussionmentioning

confidence: 99%

Internationalisation of Chinese banks and financial institutions and its implications for IHRM

Jack

Huang

Sun

et al. 2019

The International Journal of Human Resource Management

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In this special issue (SI), we aim to advance the theoretical and empirical knowledge of emerging market service firms by analysing some of the key IHRM implications of the internationalisation of Chinese banks and financial institutions (BFIs). The selected articles in this SI provide rich insight into the human resource management (HRM) challenges these firms face when they establish operations in overseas markets and draws attention to trends and developments which challenge the way HRM has been understood in Chinese multinational enterprises (MNEs). The articles address the importance of Chinese BFIs relationship with the state and the influence of political ties in the formation of management leadership styles and managerial mindset. Included, as part of our contribution to this SI, is an analysis of a major Chinese bank's subsidiary operation highlighting its human resources practices, adaptation strategies and relationship with its head office.

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“…Not all of these tools are limited to developing countries, but their use is more widespread than in developed ones. In relation to HR, one illustration of state influence is employers' associations in China, which operate like a “state‐owned management consultancy bureau rather than as a representative of employers” (Zhu & Jack, , p. 1773) and which conditions Chinese MNCs' “indifference” to other types of associations that they encounter in other countries that we noted earlier.…”

Section: Mapping the Impact Of Home‐ And Host‐country Institutions Onmentioning

confidence: 97%

“…However, they also condition the governance approaches and HR strategies of MNCs from these countries that invest in other developed and developing markets. For example, Zhu and Jack () show that the “indifference to employers associations” in their foreign operations was a result of the mindset of home‐country nationals and the transfer of managerial norms by these key individuals.…”

Section: Cia and Institutional Configurations In Emerging Economiesmentioning

confidence: 99%

“…However, while institutional studies have been used to study developed country MNCs, it scarcely features in analysis of EMNCs' HRM practices (Chiang et al, , p. 248); at best, there are some indications of how institutions might condition the way that EMNCs manage their international workforces (e.g., Zhu & Jack, ). We lack a framework that allows us to analyze the ways in which institutions in emerging economies affect the way MNCs from these countries manage their staff and give rise to distinctive strategies in HR.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Mapping the impact of home‐ and host‐country institutions on human resource management in emerging market multinational companies: A conceptual framework

Edwards

Schnyder

Fortwengel

2019

Thunderbird Intl Bus Rev

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JEL codes: F21, F23, O15While there is a growing literature concerned with multinational companies from emerging markets (EMNCs), it does not contain a robust conception of how institutions shape human resource (HR) practices in such firms. We contribute to filling this gap through developing a framework of how institutions create a range of constraints and opportunities for EMNCs. Specifically, our framework contains three key elements of how MNCs from emerging markets interact with institutions: EMNCs develop approaches that to some extent reflect the perceived strengths and weaknesses of the institutions in the home country (institutional conditioning); the strategies of actors in EMNCs can overcome the weaknesses of the home country by drawing on institutions in other countries (institutional arbitrage); and the actions of EMNCs can reinforce, or create pressures for change in, the institutional context in the countries in which they operate (institutional change/consolidation). By mapping this set of strategies of EMNCs, we contribute to a fuller understanding of the relationship between institutions and HR practices, and we outline how the rise of EMNCs reshapes the global landscape by adding new kinds of firm behavior to capitalist diversity. K E Y W O R D Scomparative institutional analysis, emerging market multinationals, emerging markets, human resource management, institutions effect (e.g., Ferner, 1997), but there are significant gaps in our

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Managerial mindset as the mechanism of the country-of-origin effect: evidence from Chinese multinational enterprises’ approach to employer associations

Cited by 12 publications

References 39 publications

An empirical analysis of research paradigms within international human resource management: The need for more diversity

An empirical analysis of research paradigms within international human resource management: The need for more diversity

Internationalisation of Chinese banks and financial institutions and its implications for IHRM

Mapping the impact of home‐ and host‐country institutions on human resource management in emerging market multinational companies: A conceptual framework

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