Strategic human resource management, institutionalization, and employment modes: an empirical study in China

Ji Li · Kevin C. K. Lam · Jianmin Sun · Shirley X. Y. Liu

32 citations0/0 files storedStrategic Management Journal

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Human Resource and Talent Management International Business and FDI Global and Cross-Cultural Management

Abstract

Abstract This study compares the predictions of institutional theory with those of the contingency perspective of strategic human resource management (SHRM) on the selection of an employment mode. Empirical data were collected from multinational enterprises, including the electronics and garment industries, that operate in China to test the relative importance of the determinants of the selection of an employment mode. The results provide greater support for the SHRM predictions than for the institutional theory predictions. The implications of the findings for researchers and practitioners are discussed. Copyright © 2007 John Wiley & Sons, Ltd.

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References

1977Institutionalized Organizations: Formal Structure as Myth and Ceremony 1995Institutions and organizations 1976The Economic Approach to Human Behavior 1983Structure and Change in Economic History 1982Structure and Change in Economic History.1995Psychological Contracts in Organizations: Understanding Written and Unwritten Agreements 1999The Human Resource Architecture: Toward a Theory of Human Capital Allocation and Development 1998Psychological Contracts in Organizations: Understanding Written and Unwritten Agreements.

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2010Long-term orientation and international joint venture strategies in modern China 2020Extending the frontier of research on (strategic) human resource management in China: a review of David Lepak and colleagues’ influence and future research direction 2018Non-standard work and workers: Organizational implications

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