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Diffusing ‘best practice’ in Chinese multinationals: the motivation, facilitation and limitations
16 references·15 citing·48 second hop
Diffusing ‘best practice’ in Chinese multinationals: the motivation, facilitation and limitations (2007)Diffusing ‘best practice’ in Chinese mult…World Investment Report (2017)World Investment ReportManaging Across Borders: The Transnational Solution (2009)Managing Across Borders: The …Reverse Diffusion in US Multinationals: Barriers from the American Business System (2005)Reverse Diffusion in US Multi…Multinationals, Reverse Diffusion and National Business Systems (2004)Multinationals, Reverse Diffu…Management International Review (2004)Management International Revi…International Human Resource Management (2004)International Human Resource …Transferring human resource practices from the United Kingdom to China: the limits and potential for convergence (2003)Transferring human resource p…Subsidiary‐specific advantages in multinational enterprises (2001)Subsidiary‐specific advantage…China's Transition and its Implications for International Business (2001)China's Transition and its Im…Transnational firms and the changing organisation of innovative activities (2000)Transnational firms and the c…‘Vanguard’ Subsidiaries and the Diffusion of New Practices: A Case Study of German Multinationals (2000)‘Vanguard’ Subsidiaries and t…Multinationals, labour management and the process of reverse diffusion: A case study (1998)Multinationals, labour manage…Cultural barriers in the transferability of Japanese and American human resources practices to developing countries: the Turkish case (1998)Cultural barriers in the tran…System, Society and Dominance Effects in Cross-National Organisational Analysis (1995)System, Society and Dominance…The business of international business is culture (1994)The business of international…Managing across Borders: The Transnational Solution (1991)Managing across Borders: The …Following their predecessors’ journey? 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References

  • 2009Managing Across Borders: The Transnational Solution4,102 cited
  • 2017World Investment Report3,263 cited
  • 2004Management International Review2,650 cited
  • 2001Subsidiary‐specific advantages in multinational enterprises1,286 cited
  • 1994The business of international business is culture831 cited
  • 2001China's Transition and its Implications for International Business577 cited
  • 1995System, Society and Dominance Effects in Cross-National Organisational Analysis385 cited
  • 1991Managing across Borders: The Transnational Solution373 cited
  • 2000Transnational firms and the changing organisation of innovative activities305 cited
  • 2003Transferring human resource practices from the United Kingdom to China: the limits and potential for convergence175 cited
  • 2004Multinationals, Reverse Diffusion and National Business Systems166 cited
  • 2000‘Vanguard’ Subsidiaries and the Diffusion of New Practices: A Case Study of German Multinationals152 cited
  • 2004International Human Resource Management142 cited
  • 1998Multinationals, labour management and the process of reverse diffusion: A case study124 cited
  • 1998Cultural barriers in the transferability of Japanese and American human resources practices to developing countries: the Turkish case

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120 cited
  • 2005Reverse Diffusion in US Multinationals: Barriers from the American Business System116 cited
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    • 2012China in sub-Saharan Africa: implications for HRM policy and practice at organizational level38 cited
    • 2012Chinese firms in V ietnam: investment motives, institutional environment and human resource challenges38 cited
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    • 2022Following their predecessors’ journey? A review of EMNE studies and avenues for interdisciplinary inquiry35 cited
    • 2016The paths of managing international human resources of emerging market multinationals: Reconciling strategic goal and control means32 cited
    • 2016The Transfer of ‘International Best Practice’ in a Brazilian MNC: A Consideration of the Convergence and Contingency Perspectives31 cited
    • 2012Critiques and extension of strategic international human resource management framework for dragon multinationals29 cited
    • 2015The devolution of the human resources function in South African multinational companies22 cited
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