 International Human Resource ManagementTimothy Dean Keeley Chapter 4 in International Human Resource Management in Japanese Firms, 2001, pp 98-140 from Palgrave Macmillan Abstract: 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. Keywords: Parent Company; Uncertainty Avoidance; Japanese Firm; Foreign Subsidiary; International Human Resource Management (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-59765-5_4 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
Is your work missing from RePEc? Here is how to contribute.
Questions or problems? Check the EconPapers FAQ or send mail to .
EconPapers is hosted by the
School of Business at Örebro University.