The transfer of human resource and management practice by Japanese multinationals to Australia: do industry, size and experience matter?

Stephen Nicholas · David Tolmie Merrett · Greg Whitwell

35 citations0/0 files storedThe International Journal of Human Resource Management

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

Abstract

This paper examines management and HRM practices adopted by Japanese multinational enterprises (MNEs) and the transferability of Japanese HRM in the Australian host-country situation. It also compares HRM practices of Japanese MNEs in Australia with the experience in North America and Europe and attempts to map the typology of the human resource management utilized by a range of Japanese firms operating in Australia, including large and small firms; manufacturing and non-manufacturing companies; firms with differing levels of Japanese equity and with different levels of operational experience. This paper is based on survey data from sixty-nine Japanese subsidiaries operating in the Australian manufacturing and service sectors in 1994.

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References

1976Theory of the firm: Managerial behavior, agency costs and ownership structure 1987The Economic Institutions of Capitalism 1979Moral Hazard and Observability 1980Toward an Eclectic Theory of International Production: Some Empirical Tests 1977Trade, Location of Economic Activity and the MNE: A Search for an Eclectic Approach 1982Theory Z: How American Business Can Meet the Japanese Challenge 1981The art of Japanese management 1988Information, Incentives and Bargaining in the Japanese Economy

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