Foreign investors' choices in China: going it alone or in partnership?

2002 ◽  
Vol 21 (2) ◽  
pp. 137-150
Author(s):  
Daniel Yan ◽  
Malcolm Warner
Keyword(s):  
Multinational Corporations ◽  
Foreign Investment ◽  
Government Policy ◽  
Management Practices ◽  
Dynamic Approach ◽  
Foreign Investors ◽  
Business Plans ◽  
Indigenous Management ◽  
Human Resource Management Practices ◽  
Mode Of Operation

This article argues that sino-foreign joint ventures (SFJVs) and wholly foreign-owned enterprises (WFOEs) have been influenced by a number of ongoing changes, for example, government policy toward foreign investment, indigenous management practices, human resource management practices and the nature of investment. In its overview of the longitudinal changes in these four areas, it suggests that foreign investors do not necessarily make an either WFOE or SFJV decision when considering their desirable mode of operation in China. Meanwhile, it argues that multinational corporations should take a dynamic approach to constantly re-position themselves as SFJVs in their business plans with respect to the mentioned areas, so as to achieve the best result as China enters the WTO. Finally, this analysis sets out a preliminary ‘Dynamic Positioning Model’ of these two modes of operation in China, which serves as a foundation on which further hypotheses can be built.

Human resource management practices of large multinational firms in Hungary, 1988–2005

2010 ◽  
Vol 60 (4) ◽  
pp. 427-460 ◽  
Author(s):  
J. Poór ◽  
A. Engle ◽  
A. Gross
Keyword(s):  
Multinational Corporations ◽  
Human Resource ◽  
Multinational Firms ◽  
Management Practices ◽  
Small Sample Size ◽  
Small Sample ◽  
Human Resource Management Practices ◽  
Critical Issues ◽  
Specific Factors ◽  
Corporate Office

A model of human resource (HR) practices in the subsidiary units of multinational corporations (MNC’s) in Hungary was developed from a review of the literature. This model describes the evolution of different HR variables in the light of external (macro) and internal (firm specific) factors. Based on components of this model, an interview-based survey of top level HR executives at 42 subsidiaries of large multinational companies in Hungary was completed. Results suggest that local subsidiary HR executives still maintain significant authority over their functional processes vis-à-vis the corporate office and expatriates are used less now than in earlier stages of development. Critical issues facing these executives varied by stage of competitive development between 1988 and 2005, HR staff continue to have significant in-country head counts, consulting is largely limited to training and development activities and most privately owned subsidiaries perceive unions as a marginal institution in Hungary today. The paper concludes with a series of limitations based on the interview processes and small sample size and a discussion of areas for further regional and national research development relevant to the model.

The Cultural Lens

2021 ◽  
pp. 23-52
Author(s):  
Hilla Peretz ◽  
Lena Knappert
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Performance Appraisal ◽  
Multinational Corporations ◽  
Human Resource ◽  
Management Practices ◽  
Diversity Management ◽  
Future Research ◽  
Human Resource Management Practices

This chapter reviews the literature on the intersection of culture and human resource management. More specifically, the chapter discusses why and how culture accounts for variance in human resource management practices and their outcomes between organizations operating in diverse cultural contexts. To that end, the chapter first provides a summary of how culture is defined and measured and reviews seven established frameworks of culture. Next, the chapter reviews related studies conducted by members of the Cranfield Network on International Human Resource Management and other established scholars in the literature of cultural variance in human resource management practices (i.e., recruitment and selection, performance management and performance appraisal, training and development, compensation and benefits, flexible work arrangement, diversity management, and high-performance work systems) and their outcomes. The chapter concludes with practical implications for multinational corporations and domestic organizations and provides an overview of future research avenues in the field.

scholarly journals Expatriate Satisfaction and Motivation in Multinational Corporations

2021 ◽  
Author(s):  
Yanghua Zhou
Keyword(s):  
Theoretical Analysis ◽  
Multinational Corporations ◽  
Employee Satisfaction ◽  
Management Practices ◽  
Career Change ◽  
Satisfaction Degree ◽  
Sales And Marketing ◽  
Human Resource Management Practices ◽  
The Usa ◽  
Regional Cultures

Employee satisfaction and motivation have an important influence on individual employees and the performance of companies. In international business and marketing, where expatriates play important roles, regional cultures and institutional factors impact their satisfaction and motivation. This chapter aims to find out what kind of regional cultures and institutions have an impact on employee satisfaction and motivation in multinational corporations (MNCs), using theoretical analysis and the results from around 100 Japanese expatriates’ questionnaires. It was possible to find the satisfaction and motivation-related characteristics of expatriates in MNCs from the results of their interviews and the questionnaire survey, which indicated that Japanese expatriates working in the USA, Singapore, and Indonesia had a higher job satisfaction degree than those working in cultural regions, such as China, Taiwan, and Australia. Moreover, the results showed that compared with other industries, in the sales and marketing industry, the Japanese expatriates had the lowest satisfaction degree after repatriation, although their satisfaction degree was higher during expatriation and after a career change. The reasons relating to regional cultures and institutions, and some methods and human resource management practices in international marketing and trading that were analyzed are expected to raise expatriates’ satisfaction and motivation.

scholarly journals POLICY OF REGIONAL GOVERNMENT OF MAGELANG REGENCY ON FOREIGN INVESTMENT OF TOURISM

2019 ◽  
Vol 14 (1) ◽  
pp. 45-56
Author(s):  
Febri Rizki Kurniawan ◽  
Dyah Adriantini Sintha Dewi ◽  
Bambang Tjatur Iswanto
Keyword(s):  
Foreign Investment ◽  
Government Policy ◽  
Secondary Data ◽  
Driving Factors ◽  
Primary Data ◽  
Regional Government ◽  
Online Data ◽  
Foreign Investors ◽  
Tourism Sector ◽  
Surrounding Areas

Tourism is one of the sources of Original Regional Revenue that is quite promising, when it is managed professionally. With regard to funds, the presence of foreign investment is a very possible solution. From the collected data, in the Regency of Magelang, the presence of foreign investors in tourism is still very little, while such potential is wide open for development. For this reason, this research is entitled "The Policy of the Regional Government of Magelang Regency towards Foreign Investment in Tourism". This study aims to find out how the Regional Government Policy of Magelang Regency in regulating foreign investment in the tourism sector as well as knowing its implementation and also the driving factors and obstacles in the implementation of foreign investment cooperation in tourism.This study is a normative juridical study that uses primary data, secondary data and tertiary data. Data collection is done using library research techniques, observation, interviews and online data search.Based on the results of this study indicate that the Regional Government Policy of Magelang Regency to increase foreign investment, especially in the tourism sector, is still very lacking because there are few foreign investors who invest in Magelang Regency. Based on the driving factors and constraints that exist, the prospect of foreign investment manifested by Magelang Regency Tourism towards the labor sector is very promising because it can open opportunities for employment opportunities for the people of Magelang Regency, and improve the economy in Magelang Regency. However, there are limitations to the Policy of the Regional Government of Magelang District in certain areas regulated by Presidential Regulation Number 58 Year 2014 concerning the Spatial Planning for Borobudur and Surrounding Areas and also the issuance of Regents Regulations governing Foreign InvestmentKeywords: Policy, Foreign Investment, Tourism

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