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Human resource management in multinational cooperative ventures
6 references·10 citing·40 second hop
Human resource management in multinational cooperative ventures (1986)Human resource management in multinationa…Strategic Human Resource Management (2012)Strategic Human Resource Mana…Managing strategic change (2008)Managing strategic changeManaging Human Assets. (1986)Managing Human Assets.Managing strategic change. (1983)Managing strategic change.Corporate Planning: An Executive Viewpoint (1981)Corporate Planning: An Execut…Henderson on Corporate Strategy (1979)Henderson on Corporate Strate…Expatriates, subsidiary autonomy and the overseas subsidiary performance of MNEs from an emerging economy (2017)Expatriates, subsidiary auton…Evolving HR practices in a strategic intra‐firm supply chain (2010)Evolving HR practices in a st…Buyer–supplier relationships in inter- and intra-organisational supply contexts: the unobtrusive yet pervasive human resource picture (2006)Buyer–supplier relationships …The role of human resource management (HRM) in Australian‐Malaysian joint ventures (2003)The role of human resource ma…The emergence of the pluralism construct and the inpatriation process (2001)The emergence of the pluralis…Liability of Foreignness and the Uses of Expatriates in Japanese Multinational Corporations in the United States (2000)Liability of Foreignness and …The capabilities of the transnational firm: accessing knowledge and leveraging inter-firm relationships (1999)The capabilities of the trans…CONTINUITIES IN HUMAN RESOURCE PROCESSES IN INTERNATIONALIZATION AND DOMESTIC BUSINESS MANAGEMENT (1996)CONTINUITIES IN HUMAN RESOURC…Strategic international human resource management approaches in the maquiladora industry: a comparison of Japanese, Korean and US firms (1995)Strategic international human…Auditing Human Resource Management in the Global Environment (1994)Auditing Human Resource Manag…The strategic outcomes of human resource management (1986)The Four Pillars of Hrm: Are They Connected? (1995)HRM and company performance: the use of measurement and the influence of economic cycles (1998)The human equation: building profits by putting people first (1998)Strategic Human Resources Management: Where Do We Go From Here? (2006)Competitive Strategy: Techniques for Analyzing Industries and Competitors (1980)Competitive Advantage: Creating and Sustaining Superior Performance (1985)The Competitive Advantage of Nations (1990)Evaluating quality and reputation of human resource management (1997)Markets and Hierarchies (1975)Firm Resources and Sustained Competitive Advantage (1991)Firm resources and sustained competitive advantage (2004)Knowledge Flows and the Structure of Control Within Multinational Corporations (1991)The leveraging of interfirm relationships as a distinctive organizational capability: a longitudinal study (1999)Coopétition et management des compétences (2007)Leveraging technology assets in the presence of markets for knowledge (2008)Managing Across Borders: The Transnational Solution (2009)Towards collaborative smart supply chains capabilities for business development (2011)Self-Reports in Organizational Research: Problems and Prospects (1986)Institutions, Institutional Change and Economic Performance (1990)Institutions, Institutional Change and Economic Performance (1991)MNCs as dispersed structures of power: Performance and management implications of power distribution in the subsidiary portfolio (2021)EXPLOIT THE PRODUCT LIFE CYCLE (1965)Characteristics of Organizational Environments and Perceived Environmental Uncertainty (1972)The relationship of strategic planning to financial performance (1986)Econometric Models and Economic Forecasts (1990)A perspective on knowledge, competence and strategy (1995)Stakeholder analysis for R&D project management (2002)FOUCAULT, POWER/KNOWLEDGE, AND ITS RELEVANCE FOR HUMAN RESOURCE MANAGEMENT (1993)An Exploration of How the Employee–Organization Relationship Affects the Linkage Between Perception of Developmental Human Resource Practices and Employee Outcomes* (2007)HRM and Performance: Achievements, Methodological Issues and Prospects (2008)An Analysis of Strategies for Announcing Organization-Wide Change (1991)Corporate identity: concept, components and contribution (2005)Management Information Systems (2005)Second-order planned change: Definition and conceptualization (1986)Human resource competencies: An empirical assessment (1995)Leadership competencies for implementing planned organizational change (2010)Strategic awareness within top management teams (1981)Strategic groups, asymmetrical mobility barriers and contestability (1987)Speed, Stealth, and Selective Attack: How Small Firms Differ From Large Firms in Competitive Behavior (1995)
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References

  • 1986Managing Human Assets.732 cited
  • 2008Managing strategic change342 cited
  • 1979Henderson on Corporate Strategy334 cited
  • 1981Corporate Planning: An Executive Viewpoint251 cited
  • 1983Managing strategic change.110 cited
  • 2012Strategic Human Resource Management93 cited

Cited by

  • 1999The capabilities of the transnational firm: accessing knowledge and leveraging inter-firm relationships48 cited
  • 2000Liability of Foreignness and the Uses of Expatriates in Japanese Multinational Corporations in the United States39 cited
  • 2017Expatriates, subsidiary autonomy and the overseas subsidiary performance of MNEs from an emerging economy37 cited
  • 1994Auditing Human Resource Management in the Global Environment35 cited
  • 2010Evolving HR practices in a strategic intra‐firm supply chain35 cited
  • 2003The role of human resource management (HRM) in Australian‐Malaysian joint ventures31 cited
  • 1995Strategic international human resource management approaches in the maquiladora industry: a comparison of Japanese, Korean and US firms31 cited
  • 1996CONTINUITIES IN HUMAN RESOURCE PROCESSES IN INTERNATIONALIZATION AND DOMESTIC BUSINESS MANAGEMENT31 cited
  • 2001

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The emergence of the pluralism construct and the inpatriation process
28 cited
  • 2006Buyer–supplier relationships in inter- and intra-organisational supply contexts: the unobtrusive yet pervasive human resource picture22 cited