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Human resource management practices at foreign-affiliated companies in least-developed regions: US and Japanese Companies in Nepal

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  • Mohan Pyari Maharjan

    (Graduate School of Economics, Osaka University)

  • Tomoki Sekiguchi

    (Graduate School of Economics, Osaka University)

Abstract

On the basis of 16 qualitative case studies of the US-affiliated, Japanese-affiliated and local Nepali companies, we investigate how the context of Nepal as a least-developed country influences the way MNC affiliates implement human resource (HR) practices. Our findings indicate that institutional distance can promote, rather than impede, the transfer of HR practices, as long as the practices are able to address local needs. The findings also suggest that the nature and needs of the local labor market are stronger predictors of the transfer of HR practices than those factors identified in extant international human resource management frameworks, such as institutional and cultural distance.

Suggested Citation

  • Mohan Pyari Maharjan & Tomoki Sekiguchi, 2016. "Human resource management practices at foreign-affiliated companies in least-developed regions: US and Japanese Companies in Nepal," Asian Business & Management, Palgrave Macmillan, vol. 15(2), pages 137-164, April.
    • Handle: RePEc:pal:abaman:v:15:y:2016:i:2:d:10.1057_abm.2016.6
    DOI: 10.1057/abm.2016.6
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    References listed on IDEAS

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