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Human Resource Management Practices at Subsidiaries of Multinational Corporations and Local Firms in Taiwan
Author(s) -
Huang TungChun
Publication year - 2000
Publication title -
international journal of selection and assessment
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.812
H-Index - 61
eISSN - 1468-2389
pISSN - 0965-075X
DOI - 10.1111/1468-2389.00128
Subject(s) - multinational corporation , business , subsidiary , competitive advantage , human resource management , competition (biology) , order (exchange) , foreign direct investment , corporation , international business , industrial organization , consistency (knowledge bases) , organizational culture , international trade , marketing , economics , management , finance , macroeconomics , biology , mathematics , ecology , geometry
Global competition has forced corporations to invest overseas in order to gain or maintain competitive advantage. International investment entails not only the movement of capital, machinery, and products but also the spread of corporate cultures to host countries. This is so because, to maintain managerial consistency among its branches, a multinational corporation (MNC) will attempt to transplant its management system to any country in which it invests.However, it is also recognized that cultural contexts differ markedly among nations, and that multinational firms must adjust their management practices to accommodate specific conditions in host‐country environments.