Human resource management and the performance of Western firms in China

By Ingmar Björkman, Xiucheng Fan. 2002

250 citations recorded by the source corpus.

Subfields: Accounting, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/6c7a26930b1e4b18852494975a63e40985e62820

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In Accounting

In Organizational Behavior and Human Resource Management

Citations in the corpus

The impact of market orientation and strategic HRM on firm performance: the case of Chinese enterprises (2008, methodology): “For example, employing a sample of joint ventures and wholly owned foreign subsidiaries in China, Bjorkman and Fan (2002) tested the impact of both "best prac tices" (high-performance HRM practices) and strat egy-HRM integration on firm performance.”
The effective human resource management system in transitional China: a hybrid of commitment and control practices (2012, background): “Scholars have pointed out that it is often difficult to get Asian firms to make accurate disclosures of financial performance (Bae and Lawler 2000; Björkman and Fan 2002).”
Market orientation, HRM importance and competency: determinants of strategic HRM in Chinese firms (2005, background): “By studying joint ventures and wholly owned foreign subsidiaries in China, Bjorkman and Fan ( 2002 ) confirmed that both ‘best practices’ (high performance HRM practices) and strategy-HRM integration have a positive impact on Chinese firms’ performance, and that integration has a stronger effect tha”
The role of human capital philosophy in promoting firm innovativeness and performance: test of a causal model (2007, background): “…2003; Ahmad and Schroeder, 2003; Appleyard and Brown, 2001; d’Arcimoles, 1997; Bacon and Blyton, 2001; Bae et al., 2003; Bae and Lawler, 2000; Bjorkman and Xiucheng, 2002; Boselie et al., 2003; Boxall and Steeneveld, 1999; Fey and Bjorkman, 2001; Gelade and Ivery, 2003; Guest et al., 2003;…”
Innovative human resource management and corporate performance in the context of economic liberalization in India (2008, background): “(2005) found in their study that an equal number of studies have used perceptive measures (Delaney and Huselid 1996; Youndt et al. 1996; Guest 1997; Fey, Bjorkman and Pavlovskaya 2000; Perry-Smith and Blum 2000; Fey and Bjorkman 2001; Bjorkman and Xiucheng 2002; Bae et al. 2003; Katou and Budhwar 20”
In search of sustained competitive advantage: the impact of organizational culture, competitive strategy and human resource management practices on firm performance (2004, background): “Recent evidence for the effects of HRM practices on the performance of firms in different countries such as China (Björkman and Fan, 2002), Russia (Fey et al., 2000), Korea (Bae and Lawler, 2000) and New Zealand (Guthrie, 2001) provides strong support for the importance of managing human capital.”
The role of the corporate HR function in global talent management (2010, background): “Recent research suggests a need for managers with distinctive competencies and a desire to manage in culturally and geographically distant countries (Bjorkman & Xiucheng, 2002; Li & Scullion, 2006).”
International human resource management in the 21st century: emerging themes and contemporary debates (2007, background): “Journal compilation © 2007 Blackwell Publishing Ltd. further to persuade qualified candidates to transfer to these locations (Björkman and Xiucheng, 2002; Collings and Scullion, 2006).”
Strategic human resource management, firm performance, and employee relations climate in China (2008, background): “Bjorkman and Fan (2002) focused on JVs and wholly owned foreign subsidiaries in China and found support for the positive impact of high-performance HR practices and the extent of HRM-strategy integration on firm performance.”