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Strategic human resource management, institutionalization, and employment modes: an empirical study in China

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  • Ji Li
  • Kevin Lam
  • James J. M. Sun
  • Shirley X. Y. Liu

Abstract

This study compares the predictions of institutional theory with those of the contingency perspective of strategic human resource management (SHRM) on the selection of an employment mode. Empirical data were collected from multinational enterprises, including the electronics and garment industries, that operate in China to test the relative importance of the determinants of the selection of an employment mode. The results provide greater support for the SHRM predictions than for the institutional theory predictions. The implications of the findings for researchers and practitioners are discussed. Copyright © 2007 John Wiley & Sons, Ltd.

Suggested Citation

  • Ji Li & Kevin Lam & James J. M. Sun & Shirley X. Y. Liu, 2008. "Strategic human resource management, institutionalization, and employment modes: an empirical study in China," Strategic Management Journal, Wiley Blackwell, vol. 29(3), pages 337-342, March.
    • Handle: RePEc:bla:stratm:v:29:y:2008:i:3:p:337-342
    DOI: 10.1002/smj.655
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    Cited by:

    1. Buck, Trevor & Liu, Xiaohui & Ott, Ursula, 2010. "Long-term orientation and international joint venture strategies in modern China," International Business Review, Elsevier, vol. 19(3), pages 223-234, June.
    2. Peter Gahan & Marco Michelotti & Guy Standing, 2012. "The Diffusion of HR Practices in Chinese Workplaces and Organizational Outcomes," ILR Review, Cornell University, ILR School, vol. 65(3), pages 651-685, July.
    3. George, Elizabeth. & Chattopadhyay, Prithviraj., 2015. "Non-standard work and workers : organizational implications," ILO Working Papers 994883083402676, International Labour Organization.

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