AIB 2012 Conference Proceedings - Academy of International ...

MONDAY
develop more effective overseas staffing strategies. (For more information, please contact: Huanglin Wang,
Utica College, USA: huwang@utica.edu)
Strategy and Global Talent Management the Chicken or the Egg: An Analysis of the Impact of Strategy of MNEs'
Global Talent Management Systems
Tomas Alexander Parks, Cleveland State University
This article examines the relationship between a MNE's international marketing strategy and its GTM systems.
The point of interest is to what extent a MNE's international marketing strategy impacts the GTM systems of its
subsidiaries. Much literature in the strategy field proposes that strategy exerts a normative force on other
systems in the MNE, contingency theory. This paper makes propositions about this relationship with regards to
the way a MNE's subsidiaries' run their GTM systems. The propositions provide a few possible impacts and
relationships of note. They also have some interesting implications for managers. (For more information, please
contact: Tomas Alexander Parks, Cleveland State University, USA: t.a.parks@csuohio.edu)
Country Institutional Constraints: Interjecting a New Option into the "Best Practice" Versus "Best Fit" Debate in
HRM
Nicholas R. Prince, University of Illinois at Urbana-Champaign
J. Bruce Prince, Kansas State University
Bradley R. Skousen, University of Illinois at Urbana-Champaign
Ruediger Kabst, Justus-Liebig-Universitat
We call into question the recently settled "best practice" versus "best fit" debate and propose a third option.
We do so by integrating the comparative human resource management (HRM) and new institutional theory
streams of research into the prior conversation on "best practice" versus "best fit". We provide a review of both
literatures. Prior evidence suggests that "best fit" is the best answer based on multiple studies showing a lack of
convergence towards a global "best practice". However, evidence from comparative HRM studies suggests a
convergence towards a country level "best practice". Using the theoretical lens provided by new institutional
theory we propose that organizations embedded in each country will have a limited set of institutional logics to
choose from. These logics can be considered a country constrained "best fit" approach. We test this theory by
testing the convergence/divergence of calculative HRM practices in 8 countries in four regional clusters (Anglo,
Nordic, Germanic, and Confucian Asia). Our results indicate the convergence towards a country constrained
"best fit" and suggest convergence within each regional cluster with the exception of the Confucian Asian
cluster. Japan and Taiwan break from previously established cluster delineations by reporting differences in
their usage of calculative HRM. (For more information, please contact: Nicholas R. Prince, University of Illinois at
Urbana-Champaign, USA: prince4@illinois.edu)
The Effects of Global Orientation and Corporate Social Responsibility on Recruiting Success
Soyeon Kim, Korea University
Fabian Jintae Froese, Korea University
Attracting qualified personnel is crucial in today's globalized and knowledge intensive world because human
resources are a source for competitive advantage. This study investigates the determinants of applicant
attraction at the organizational level in a transformational Asian economy, namely South Korea. Data analysis of
284 Korean companies, demonstrate that similar organizational factors as in the West, e.g. size and reputation,
also predict the actual number of applicants in South Korea. Going beyond simple replication of prior studies,
this study examines the direct and interactive effects of corporate social responsibility (CSR), global orientation,
and regional location on applicant attraction. Results show that global orientation, CSR, and location, are
directly associated with applicant attraction. More importantly, the findings elucidate that location disadvantages
AIB 2012 Conference Proceedings
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