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

William Kang

A chapter in Human Resource Planning for the 21st Century from IntechOpen

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.

Keywords: corporate social responsibility; national business system; human resource management (search for similar items in EconPapers)
JEL-codes: O15 (search for similar items in EconPapers)
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Persistent link: https://EconPapers.repec.org/RePEc:ito:pchaps:140020

DOI: 10.5772/intechopen.78400

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