AIB 2012 Conference Proceedings - Academy of International ...

SUNDAY
The development and transformation of corporate governance systems is a matter of country-specific
institutions. Though studies already show the influence of national formal institutions such as regulations or
informal national effects such as culture, there are no investigations of the interaction of domestic and
international institutional forces on the shape of national corporate governance patterns. By applying the
concepts of coercive, mimetic, and normative isomorphism processes to the context of convergence of
corporate governance systems, our study provides evidence for the existence of an area of tension between the
domestic and international informal institutional forces. Using the German strong directors' network as an
example for a national institutional corporate governance norm, we can show that the level of the directors'
embeddedness increases under domestic and decreases under foreign pressure. Our investigation is based on a
unique dataset covering 41,698 supervisory board member positions of German firms from 1999 to 2007. (For
more information, please contact: Jana Oehmichen, Georg-August University Göttingen, Germany:
jana.oehmichen@wiwi.uni-goettingen.de)
Session: 1.5.8 - Competitive
Track: 9 - Cross-cultural Management and HRM
Global Human Resource Management
Presented On: July 1, 2012 - 16:15-17:30
Chair: Mary Margaret Maloney, University of St. Thomas
Strategic International HRM: The Case of Chinese Multinationals in Australia
Di Fan, Victoria University
Mike Mingqiong Zhang , La Trobe University
Cherrie Jiuhua Zhu, Monash University
Strategic international human resource management (SIHRM) is crucial for effective leveraging of human
resources in organisations so as to achieve the desired business strategies. There is a rich collection of studies
on Western multinational enterprises (MNEs) in China, but few studies that explore the SIHRM of Chinese MNEs
operating overseas. This study utilizes cross-level, in-depth interviews to analyse SIHRM of three large Chinese
multinationals. The paper contributes to literature by addressing two contextual SIHRM issues, namely the
nature of the SIHRM of Chinese multinationals and the extent to which their SIHRM orientation facilitates their
investment and operation overseas. The findings indicate that organisational transformation is the starting point
for latecomers matching their international human resource management strategies. Their SIHRM approaches,
such as forming learning organisations, reliance on host country nationals, reconciling both home and host
country effect and promoting ‘best practices' facilitate their international operations. (For more information,
please contact: Di Fan, Victoria University, Australia: di.fan@vu.edu.au)
Headquarter HRM Practices and Global Staffing in Japanese MNCs
Shiho Nakamura, University of Ritsumeikan
Andrew Staples, Doshisha Business School
Kozo Harimaya, University of Ritsumeikan
The purpose of this study is to clarify the impact of the human resource management policies of corporate
headquarters on the utilization of three types of international managers – namely, parent-country nationals
(PCNs), host-country nationals (HCNs) and third-country nationals (TCNs), and on foreign sales performance.
This paper drew particularly on case studies of four Japanese electronic and electrical industry companies
conducted in 2003, 2006, and 2009. Unlike the three other case companies, Company G reduced the number of
Japanese expatriates, while increasing host-country national presidents and third-country national employees.
AIB 2012 Conference Proceedings
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