Abstract
The human resource management (HRM) practices associated with local professionals and managerial-level employees in international joint ventures are analyzed in a study of 63 Chinese-Western joint ventures. Over all, the HRM practices more closely resemble those of the foreign parent company, than those of local companies. Institutionalization theory as well as the bargaining power perspective were instrumental in explaining the degree to which the HRM practices in the joint ventures were similar to those of the foreign parent company.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
