Differences in international human resource development among indigenous firms and multinational affiliates in East and Southeast Asia

Abstract

AbstractShort‐term training and long‐term HRD practices are examined in this study of nearly four hundred firms, including affiliates of multinational corporations and indigenous companies in East and Southeast Asia. The study extends existing international HRD literature to examine the training and development of nonmanagerial host‐country nationals employed in these firms. Empirical findings show links between HRD and multinational home country, with U.S.‐owned firms engaging in relatively higher levels of HRD activity. Significant relationships were also observed between the firm's strategic human resource orientation and the types and levels of HRD activity. Several hypotheses rooted in the HRD literature were tested.