Transferring human resource practices from the United Kingdom to China: the limits and potential for convergence

By Jos Gamble. 2003

194 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/eda2d820b4111a4bfd943290513c9a141a9e0657

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Communication

1. Alexander Newman
2. T. Edwards
3. Wendy Hui
4. Yi‐Ying Chang
5. Li Wang
6. Nikos Bozionelos
7. Raymond Loi
8. S. Kuruvilla

In Organizational Behavior and Human Resource Management

1. Li Wang
2. Alexander Newman
3. L. W. Lam
4. T. Edwards
5. A. Hooke
6. Lutz Kaufmann
7. Felix Reimann
8. Wendy Hui

In Strategy and Management

1. Felix Reimann
2. Matthias Ehrgott
3. Lutz Kaufmann
4. Craig R. Carter
5. T. Edwards
6. Yi‐Ying Chang
7. Li Wang
8. Nikos Bozionelos

Citations in the corpus

• Mentoring functions and turnover intention: the mediating role of perceived organizational support (2016, background): “…resource practices that work well in the West might not necessarily work well in China due to institutional and cultural differences (Cooke, 2005; Gamble, 2003; Warner, 2004), and that mentoring practices might be less effective in China and other Asian societies as individuals are less likely…”
• Linking organizational identification and employee performance in teams: the moderating role of team-member exchange (2011, background): “Unlike the western countries, China is characterized as a collectivistic society (Gamble 2003) such that the issue of organizational identity is perhaps more important for Chinese employees (Lai, Lam and Liu 2010).”
• The impact of employee perceptions of training on organizational commitment and turnover intentions: a study of multinationals in the Chinese service sector (2011, background): “Previous research highlights the difficulties faced by multinationals in designing HRM programmes for China given cultural differences (Gamble, 2003; Gamble and Huang, 2006).”
• Control of subsidiaries of MNCs from emerging economies in developed countries: the case of Taiwanese MNCs in the UK (2009, background): “Issues dealing with how MNCs manage their foreign subsidiaries has led to the emergence of a large body of research on how, the motives for, and mechanisms by which, the centre exercises control over its network of subsidiaries in foreign countries (Rosenzweig and Nohria 1994; Ferner 1997; Muller 19”
• International HRM: national business systems, organizational politics and the international division of labour in MNCs (2005, background): “…he argues that most Japanese MNCs have not transferred many key features of the domestic HR system because of the ‘serious obstacles’ to doing so (see also Amante, 1993; Gamble, 2003; Law et al., 2004; Paik et al., 2000; Shadur et al., 1995; Turner et al., 1997; Tuselmann et al., 2003; Yan, 2003).”
• Local stakeholders and local legitimacy: MNEs' social strategies in emerging economies (2012, background): “Local employers in emerging economies traditionally show a strong seniority orientation in their processes (Gamble, 2003; Hartmann et al., 2010), so that mid-level employees are less likely to influence CSR decisions.”
• The relationship of mentoring and network resources with career success in the Chinese organizational environment (2006, background): “Therefore, the appropriateness of human resource management principles and systems for the Chinese cultural context must be explored before these are implemented within this context (e.g. Warner, 2004; and see Gamble, 2003; Hofstede, 1993).”
• Foreign Direct Investment and Managerial Knowledge Spillovers through the Diffusion of Management Practices (2012, unknown): “Gamble, 2003; Beechler and Yang, 1994; Child et al., 2000).”