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International Human Resource Management

In: International Human Resource Management in Japanese Firms

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  • Timothy Dean Keeley

Abstract

Chapter 4 focuses on the variable IHRM in the Conceptual Model of Factors Affecting HCN Integration. First, an explanation of how the timing and characteristics of the development of Japanese MNCs have shaped their organizational structures is offered. Then the IHRM of Japanese MNCs is described in terms of Perlmutter’s (1969) ethnocentric, polycentric, regiocentric, and geocentric paradigm. The section thereafter deals with the centralization/decentralization dichotomy and subsidiary autonomy. In this regard, an analysis of the control systems employed by Japanese and other MNCs as well as subsidiary autonomy indicates that there is a high degree of centralized control in Japanese MNCs. The next section demonstrates how the staffing of foreign subsidiary management positions with Japanese PCNs is an important method of subsidiary control employed by Japanese MNCs. The consequences of these ethnocentric staffing policies are also examined.

Suggested Citation

  • Timothy Dean Keeley, 2001. "International Human Resource Management," Palgrave Macmillan Books, in: International Human Resource Management in Japanese Firms, chapter 4, pages 98-140, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-59765-5_4
    DOI: 10.1057/9780230597655_4
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    Cited by:

    1. Grazia D. Santangelo & Anupama Phene, 2022. "Knowledge sourcing by the multinational enterprise: An individual creativity-based model," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 53(3), pages 434-448, April.
    2. Jean-Pascal Bassino & Marion Dovis & Pierre van der Eng, 2015. "Do Japanese MNCs use expatriates to contain risk in Asian host countries?," Asia Pacific Business Review, Taylor & Francis Journals, vol. 21(3), pages 383-402, July.
    3. Bayari, Celal, 2011. "The Japanese Management and Production System in Australia Recruitment, Training and Bonus in Japanese Hybrid Factories," MPRA Paper 103683, University Library of Munich, Germany, revised 04 Aug 2011.
    4. Chul Chung & Masayuki Furusawa, 2015. "The HRM of Foreign MNCs Operating in Europe," John H Dunning Centre for International Business Discussion Papers jhd-dp2015-04, Henley Business School, University of Reading.
    5. Olejniczak Tomasz & Itohisa Masato & Abo Tetsuo & Kumon Hiroshi, 2018. "Measuring Change in ‘Hybrid Factories’: Longitudinal Study of Japanese Manufacturing Subsidiaries in Poland," Journal of Intercultural Management, Sciendo, vol. 10(4), pages 109-145, December.
    6. Tomoki Sekiguchi & Fabian Jintae Froese & Chie Iguchi, 2016. "International human resource management of Japanese multinational corporations: Challenges and future directions," Asian Business & Management, Palgrave Macmillan, vol. 15(2), pages 83-109, April.
    7. Keisuke Kokubun, 2020. "Social capital may mediate the relationship between social distance and COVID-19 prevalence," Papers 2007.09939, arXiv.org, revised Jul 2020.
    8. Olejniczak Tomasz & Itohisa Masato, 2017. "Hybridization Revisited: New Insights from the Evolutionary Approach," Journal of Management and Business Administration. Central Europe, Sciendo, vol. 25(2), pages 43-62, June.

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