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The transfer of T aiwanese management practices to B ritish subsidiaries: a diachronic perspective
Author(s) -
Chang YiYing,
Smale Adam
Publication year - 2014
Publication title -
asia pacific journal of human resources
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.825
H-Index - 33
eISSN - 1744-7941
pISSN - 1038-4111
DOI - 10.1111/1744-7941.12005
Subject(s) - expatriate , subsidiary , multinational corporation , business , perspective (graphical) , business administration , parent company , affect (linguistics) , quality (philosophy) , marketing , industrial organization , sociology , political science , epistemology , law , philosophy , communication , finance , artificial intelligence , computer science
We applied a diachronic analysis to explore the presence of stickiness factors at difference stages in the transfer of HRM practices from four Taiwanese multinational corporations ( MNCs ) to their B ritish subsidiaries over a five‐year period. Based on a total of 201 interviews with managers and employees from headquarters and the subsidiaries, the findings provide evidence of the manifestation of different stickiness factors at three different stages of the transfer process. More specifically, the results suggest that the main factors that continue to affect the degree of transfer stickiness over time are, first, the quality of social interactions between expatriate managers and other key actors in the subsidiary and headquarters; second, the expatriates' ability – as knowledge senders – to teach and explain parent HRM practices to host‐country nationals; and third, certain attitudinal barriers among host‐country nationals that were related to attempts to transfer HRM practices from ‘East to West’.