Managing human resources in China : the view from inside multinationals

Online-Ressource (xii, 287 p.)

ill.

Includes bibliographical references and index. - Electronic reproduction; Palo Alto, Calif; ebrary; 2011; Available via World Wide Web; Access may be limited to ebrary affiliated libraries

Cover; Managing Human Resources in China; Title; Copyright; Contents; Figures; Tables; Preface; Acknowledgements; 1 Introduction; 1.1 Employment practices of MNCs in China; 1.2 Analysing MNCs' subsidiary management in China: an actor-centred approach; 1.3 Studying subsidiary management using ethnographic methods; 1.4 Outline of the book; 2 MNCs and management space; 2.1 Subsidiary HRM top-down: the headquarters-centred approach in studying IHRM; 2.1.1 Convergence, divergence and cross-vergence pressures on subsidiary management; 2.1.2 "Best practice", but whose?

2.1.3 Best fit or functional equivalence?Goals and concerns of internationalization; Goals and concerns of internationalization; The contingency approach; The contingency approach; Stage of internationalization; Headquarters' international orientation; Stage of internationalization; Headquarters' international orientation; Stage of internationalization; Headquarters' international orientation; Stage of internationalization; Headquarters' international orientation; Country-of-origin effects/ownership; Country-of-origin effects/ownership; Country-of-origin effects/ownership

Country-of-origin effects/ownershipHost-country effects/locality; Host-country effects/locality; Host-country effects/locality; Host-country effects/locality; The logic of global integration and local responsiveness; The logic of global integration and local responsiveness; The logic of global integration and local responsiveness; The logic of global integration and local responsiveness; Industry sector and production strategies; Industry sector and production strategies; Industry sector and production strategies; Industry sector and production strategies

Integrative frameworks of studying international human resource managementIntegrative frameworks of studying international human resource management; Integrative frameworks of studying international human resource management; Integrative frameworks of studying international human resource management; Strategic choice and functional equivalence; Strategic choice and functional equivalence; 2.2 Reflection on the IHRM frameworks: the headquarters-centred approach and its limitations; 2.3 Developing an actor-centred approach to studying subsidiary HRM

2.3.1 Managers' choice: power struggles, strategy enactment and management learning2.3.2 Subsidiary managers as informed and constrained actors; 2.4 Key learning points; 3 Doing case studies with mixed research methods; 3.1 Quantitative vs. qualitative approaches; 3.1.1 Multiple case study with a mixture of qualitative research methods: exploring a contextual and longitudinal process of su; 3.1.2 Sampling strategy: using quantitative data for case selection; 3.2 The research design: constructing validity; 3.3 The research design: constructing reliability; 3.4 Data collection

3.5 Key learning points

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