Toward a Theory of Comparative Management Research: An Idiographic Case Study of The Best International Human Resources Management Project

Teagarden, Mary B.; Glinow, Mary Ann Von; Bowen, David; Frayne, Colette A.; Nason, Stephen W.; Huo, Yan; Milliman, John; Arias, María Eugenia; Butler, Mark C.; Geringer, J. Michael; Kim, Nam-Hyeon; Scullion, Hugh; Lowe, Kevin B.; Drost, Ellen A.

doi:10.5465/256857

Cited by 86 publications

(135 citation statements)

References 16 publications

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“…Researchers have noted that the globalization of business increases the requirement for an understanding, both academic and practical, of issues related to effective management in multinational companies (De Cieri and Dowling, 1995). This can assist in improving the transferability of management practices from developed countries to developing countries and understanding the impact of different national cultures and social systems upon business and management (Adler, 1997;Teagarden et al, 1995). Our research ndings offer some insights into staf ng practices in China's industrial sector, which may help foreign companies to improve their recruitment and selection practices in China.…”

Section: Future Perspective On Staf Ng Practices In the Chinese Indusmentioning

confidence: 82%

“…The survey questionnaire builds upon the work of Von Glinow and colleagues on best international HRM practices and includes a wide range of topics relating to HRM, such as recruitment and selection, performance appraisal, compensation and training (Teagarden et al, 1995;. Some researchers have argued that the validity of questionnaires designed in the West for non-Western societies such as China is open to question, especially when translation is required (Shenkar, 1994;Xie, 1995).…”

Section: Data Collectionmentioning

confidence: 99%

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Staffing practices in transition: some empirical evidence from China

Zhu¹,

Dowling

2002

The International Journal of Human Resource Management

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Although the reform of staf ng practices in China has been discussed in the literature, the rationale behind this reform and changes in this HR activity have received insuf cient attention and warrant further examination. This article reviews staf ng practices during and after Mao's regime, and reports the results of a survey of staf ng practices in Chinese industrial enterprises. The research ndings indicate that a free labour market is emerging in China, staf ng practices are becoming more decentralized and selection criteria have focused more on job-speci c information, such as personal ability and skills, rather than political factors. The empirical results also demonstrate that ownership form does have an impact on staf ng practices. The paper concludes by arguing that staf ng practices in China have revealed only some resemblance to those conducted in the Western market economies.

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Section: Future Perspective On Staf Ng Practices In the Chinese Indusmentioning

confidence: 82%

Section: Data Collectionmentioning

confidence: 99%

Staffing practices in transition: some empirical evidence from China

Zhu¹,

Dowling

2002

The International Journal of Human Resource Management

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“…Although back-translation may not ensure precise equivalence, it allows for conceptual equivalence (Peng, Peterson, & Shyi, 1991). Indeed, translations in multicultural settings are usually equivalent rather than literally identical (Teagarden et al, 1995), and the back-translation method is followed by international HRM researchers (Mignonac, 2008;Teagarden et al, 1995;Tsui, 2006). We followed prior international HR research (Teagarden et al, 1995) to ensure validity of our translations.…”

Section: Perceptions Of Hr Practices For People With Disabilities: Prmentioning

confidence: 99%

“…Indeed, translations in multicultural settings are usually equivalent rather than literally identical (Teagarden et al, 1995), and the back-translation method is followed by international HRM researchers (Mignonac, 2008;Teagarden et al, 1995;Tsui, 2006). We followed prior international HR research (Teagarden et al, 1995) to ensure validity of our translations. The interviews were conducted by one of the authors of this paper, who has the required business knowledge in the target language and is a native speaker of the language.…”

Section: Perceptions Of Hr Practices For People With Disabilities: Prmentioning

confidence: 99%

Don’t ask, don’t tell: Two views on human resource practices for people with disabilities

Kulkarni

Valk

2010

IIMB Management Review

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In the present paper we explore how employees with physical disabilities and their human resource managers perceive practices aimed at entry, integration, and development of disabled employees. The results indicate that both sets of respondents want to treat people with disabilities as 'regular' employees and take attention away from disability. The results also indicate that employees would like to get additional help, but are afraid to ask. Employers do not offer additional support unless asked, not wanting to highlight the disability given fears of stigmatisation. Given this reluctance from both employees and employers, it is possible that people with disabilities remain an underutilised resource.

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“…Information about the work object that was available by mere observation is no longer available, and has to be explicitly collected, organized, and communicated. Second, issues that could have been unobtrusively resolved internally through subtle interactions and mutual adjustments at collocated work locations can no now longer be resolved, except through explicit long-distance communication (Herbsleb & Mockus, 2003;Teagarden et al, 1995). Third, global distances, in addition to obvious time and geographic gaps, often include culture gaps between the actors (Kumar et al, 2005;Von Glinow et al, 2005).…”

Section: Introducing Offshoring and Globalization: Interdependence Inmentioning

confidence: 99%

Offshoring and the global distribution of work: Implications for task interdependence theory and practice

2008

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A recent Offshoring Research Network (ORN) global survey of offshoring shows that since 2004 management concerns about operational issues on achieving the benefits of offshoring have increased significantly. In this paper we examine inter-task interdependence, a key operational determinant of inter-site interaction and communications in offshoring. We analyze existing theories of interdependence to examine the extent to which they provide guidance for understanding the interaction and communication requirements between work segments that are offshored and distributed across the globe. Using a series of mini-cases on globally distributed work (GDW), we show how the traditional typology of interdependence developed in the 1960s and 1970s is no longer adequate for understanding and managing task interdependencies in GDW. We propose three concepts to address this problem: integration interdependence, “hand-offs”, and information “stickiness”. We then show how our revised typology of interdependence enables a better understanding of the interactions and communication requirements between sites. Using this revised theory we propose guidelines for work design, and examine their implications for practical offshoring and work-distribution decisions. Implications for theory and practice for MNEs engaged in offshore relationships are discussed. Journal of International Business Studies (2009) 40, 642–667. doi:10.1057/jibs.2008.77

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Toward a Theory of Comparative Management Research: An Idiographic Case Study of The Best International Human Resources Management Project

Cited by 86 publications

References 16 publications

Staffing practices in transition: some empirical evidence from China

Staffing practices in transition: some empirical evidence from China

Don’t ask, don’t tell: Two views on human resource practices for people with disabilities

Offshoring and the global distribution of work: Implications for task interdependence theory and practice

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