Transferring Organizational Practices and the Dynamics of Hybridization: Japanese Retail Multinationals in China

Institutional and cultural barriers to transferring Lean production to China: Evidence from a German automotive components manufacturer

“…Gamble, 2010;Yu and Meyer-Ohle, 2008;Schmidt et al, 2013), the same cannot be said for the transfer of Lean. In the same vein, there are several thorough investigations of the transfer of Lean manufacturing from Japan to Western countries, including the US (see Holweg, 2007) and Germany (Streeck, 1996), but we believe that our study is the first to systematically analyse the transfer of Lean to China.…”

Crossing the streams: HRM in multinational enterprises and comparative HRM

“…Collectively, these studies have shown that MNEs often utilise a range of direct and indirect mechanisms in combination and at varying strengths (Sippola & Smale, 2007;Smale et al, 2013), even across subsidiaries within the same MNE (Edwards, Ferner, & Sisson, 1996). They have also shown that expatriates, typically operating outside of HRM function, are pivotal in determining the degree of standardisation and adaptation due to their varying competence in HRM and their boundary-spanning roles that involve the two-way communication of headquarters' expectations and hostsubsidiary needs Gamble, 2003Gamble, , 2010Hetrick, 2002). A major conclusion from these studies, which notably tend to adopt the subsidiary perspective, is that processes of HRM standardisation and adaptation, and HRM practice enactment more broadly, are fraught with difficulty.…”

“…HRM in MNEs research has paid considerable attention to the means by which HRM practices are 'transferred' within the organisation across national boundaries (e.g. Gamble, 2010;Smale, Björkman, & Sumelius, 2013). The CHRM literature, on the other hand, has paid more attention to what extent and how certain HRM practices are diffused around the world.…”

Chinese management practices in Kenya: toward a post-colonial critique

“…Yet, prior research has noted the prevalence of ethnocentric management practices by Western firms operating in emerging economies, including China (e.g. Johnson et al, 2006;Gamble, 2010;Siebers, 2012), in the belief that these practices are superior to whatever knowledge is available locally. Our findings on the hiring of locals are consistent with Gu (2009), who states that once operations are established, the majority of the employees are hired locally.…”