Multilevel relational influences on HRM practices: a cross-country comparative reflective review of HRM practices in Asia

Malik, Ashish; Pereira, Vijay; Budhwar, Pawan; Froese, Fabian Jintae; Minbaeva, Dana; Sun, Jian‐Min; Nguyen, Anh Tuan; Xue, Shanzi

doi:10.1057/s41291-022-00208-z

Cited by 13 publications

(6 citation statements)

References 141 publications

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“…Hence, this anomaly should be corrected. Further, the authors (Malik et al, 2022) in their research found that in China, four kinds of HRM practices exist, that is, commitment, collaboration, control and contract-based HRM systems. It was found that a combination of the first two systems led to higher innovation in the firms and a combination of the first three led to better cost constraints.…”

Section: Human Resource Management Practices Of Chinamentioning

confidence: 99%

China’s Management Practices: An Analysis of HRM and GSCM Practices

Aggarwal

2023

International Studies

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China has flourished as a collectivistic society since ancient times and hence has adopted various management practices as a routine of life. Having suffered from centuries of anarchy in political, economic and military spheres, which culminated into occupation by foreign forces and transformation of a prosperous economy into a semi colonial and semi feudal society ( ban zhimindi ban fengjian shehui), China chose to establish a command economy and a culture of ‘iron rice bowls’ ( tie fan wan). However with the reforms, the concept of management underwent a radical change as the culture of ‘iron rice bowls’ ( tie fan wan) gave way to ‘golden rice bowls’ ( jin fan wan). The metaphorical rice was now not an imperative, but a choice, if one was ready for the rapid market and ‘reform and opening up’ ( gaige kaifang). The next phase of transition in China’s management practices came with the phenomenal rise of China’s economy, its increasing integration with the globalized world and its arrival on the international scenario as an ‘inside player’ rather than an ‘outside observer’. On the flip side, this also meant that the ‘outside world’ could now have an insight into what China did within its territorial boundaries and many fingers were raised on China’s various management practices especially related to labour and environment issues. Hence, this article focuses on management practices related to these two issues only. This hypothesis of this article is that the concept of management, though western, is not a foreign idea for China. It tries to draw a general framework of the various HRM (human resources management) and GSCM (green supply chain management) practices. The article attempts to draw synchronization between China’s past and the present for its future. Likewise, an analysis shall be made by comparing the difference between state-owned enterprises which are the remnants of a socialistic system infused with ‘Chinese characteristics’ and joint ventures when one of the parties is from a foreign nation to China.

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Section: Human Resource Management Practices Of Chinamentioning

confidence: 99%

China’s Management Practices: An Analysis of HRM and GSCM Practices

Aggarwal

2023

International Studies

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“…Correspondingly, human resource management and talent management have become key in Asia (Froese et al, 2020;Li et al, 2022). Human resource management in Asia has been influenced by the West and partially developed their own styles (Malik et al, 2022). More empirical research is encouraged to understand the development and effectiveness of human resource management in Asia.…”

Section: Future Research Directionsmentioning

confidence: 99%

Asian business and management: review and future directions

et al. 2022

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This century has been proclaimed the Asian century, as industrialised countries such as Japan, Singapore, and South Korea, along with rapidly emerging nations such China and India, have contributed to worldwide economic growth. In response, research has analysed the reasons why Asian business and management have found such success. Based on a bibliometric analysis of Asian Business & Management (ABM), a premier journal devoted to Asian management, here we examine the performance of the research constituents, social structure, and intellectual structure of 331 scholarly papers, which sheds light on the growing influence of ABM through six major knowledge clusters: corporate social responsibility; business management in emerging markets; corporate governance; internationalization; political and business ties; and organization culture and performance. Temporal analysis reveals the emergence of strategy and human resource management as a distinct knowledge cluster and the increasing importance of China as a research context and producer. Based on this analysis, we propose future research directions.

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“…This research examines the human resource management (HRM) methods in five Asian countries, highlighting their difficult nature and the desire to realize contextual elements very well. Future research must inspect unique determinants, conduct comparative research, and do longitudinal research to recognize the dynamic nature of human resource management (HRM) in Asia [9]. This study analyzes the migration styles of younger Europeans in Asia, highlighting their usage of motility to navigate unconventional migration routes.…”

Section: Introductionmentioning

confidence: 99%

Application of Fuzzy Decision Support Systems in Risk Assessment of Southeast Asian Labor Market

Zhang

2024

Int J Comput Intell Syst

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The labor market in Southeast Asia has several complicated issues, including the quick changes in the economy, the various behaviors of employees, and the shifting regulatory settings. To foster sustainable regional development and make decisions based on accurate information, a comprehensive risk assessment is important. Conventional methodologies, on the other hand, often fail to reflect the multifaceted personality of issues about the labor market. In light of recent economic changes and the complexity of applicable policies, this paper recommends a fuzzy decision support system to enhance risk assessment (FDSS-ERA) that could enhance risk assessment in Southeast Asian labor markets. The model methodically assesses hazards, using a mixture of fuzzy logic sense and decision assistance, incorporating changes in employment trends and demographics. The results highlight fuzzy logic’s role in decision-making for effective risk management and policy interventions, showing improved risk comprehension. While educated policy choice making can lead to equitable development in Southeast Asia’s labor work marketplace, FDSS is a potential method. In conclusion, to overcome the many obstacles that stand in the way of chance assessment in the labor market in Southeast Asia, FDSS provides a powerful strategy. Because it offers more advanced analytical tools, this research assists decision-makers in the region in developing more effective guidelines, proactively reducing risks, and achieving projects that promote sustainable development.

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Multilevel relational influences on HRM practices: a cross-country comparative reflective review of HRM practices in Asia

Cited by 13 publications

References 141 publications

China’s Management Practices: An Analysis of HRM and GSCM Practices

China’s Management Practices: An Analysis of HRM and GSCM Practices

Asian business and management: review and future directions

Application of Fuzzy Decision Support Systems in Risk Assessment of Southeast Asian Labor Market

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