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Sign of 'Cross-Vergence' in Global HRM-CSR? The UK and Japan Compared

In: Human Resource Planning for the 21st Century

Author

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  • William Kang

Abstract

This chapter is designed to explore and understand corporate social responsibility (CSR)-human resource management (HRM) practices in the UK and Japan (countries that have very different societal and cultural characteristics) from a national business system (NBS) perspective, in order to answer the following two questions: (a) the extent of convergence/divergence of CSR-HRM of two very different NBSs and (b) the institutional relations behind the convergence/divergence. The chapter argues that, as a result of increasing international competition and pressure from globalization, both institutional settings and societal-cultural norms have been affected, which have transformed their traditional HRM into a new 'hybrid' form of HRM, showing signs of 'cross-vergence'. This chapter adopts a qualitative approach with comparative multiple case analysis. Three companies from each country are selected as representative cases of each business system.

Suggested Citation

  • William Kang, 2018. "Sign of 'Cross-Vergence' in Global HRM-CSR? The UK and Japan Compared," Chapters, in: Josiane Fahed-Sreih (ed.), Human Resource Planning for the 21st Century, IntechOpen.
    • Handle: RePEc:ito:pchaps:140020
    DOI: 10.5772/intechopen.78400
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    More about this item

    Keywords

    corporate social responsibility; national business system; human resource management;
    All these keywords.

    JEL classification:

    • O15 - Economic Development, Innovation, Technological Change, and Growth - - Economic Development - - - Economic Development: Human Resources; Human Development; Income Distribution; Migration

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