A case study on Japanese HRM practices in Malaysia: Japanisation or localisation?

Garry Wei-Han Tan, Beng-Hui Chua, Boon-In Tan and Keng-Boon Ooi

International Journal of Innovation and Learning, 2012, vol. 12, issue 3, 332-351

Abstract: Japanese manufacturers tend to export their HRM practices when they set up plants abroad. However, Japanese subsidiaries around the world do not adopt fully to the Japanese HRM practices. Due to the differences, we adopt a case study that addresses on the HRM practices of a Japanese subsidiary in Malaysia. This research serves as a valuable lesson for other Japanese investors when formulating their HRM strategies abroad. The findings suggest that new Japanese investors need not attempt to be more Japanese than the local Japanese firms in Japan in view that most subsidiaries are already localising their HRM practices.

Keywords: Japan; human resource management; HRM; cross-cultural management; Malaysia; Japanisation; localisation; Japanese manufacturers; overseas plants; subsidiaries; subsidiary companies; practice adoption; investors; foreign strategies; local firms; localisation; transferability; practice transfer; wood products; innovation; learning. (search for similar items in EconPapers)
Date: 2012
References: Add references at CitEc
Citations:

Downloads: (external link)
http://www.inderscience.com/link.php?id=48813 (text/html)
Access to full text is restricted to subscribers.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:ids:ijilea:v:12:y:2012:i:3:p:332-351

Access Statistics for this article

More articles in International Journal of Innovation and Learning from Inderscience Enterprises Ltd
Bibliographic data for series maintained by Sarah Parker ().