Mapping the impact of Asian business systems on HRM and organisational behaviour: multi-level comparative perspectives

Abstract

PurposeThis paper aims to explore the importance of the role of national business systems (NBS) in shaping human resource management (HRM) and organisational behaviour (OB) practices in the context of Asian countries. To this end, this paper presents a comparative overview of different NBS in selected Asian countries and how these variously impact HRM and OB at two levels and contexts, i.e. within and cross-national.Design/methodology/approachThe paper presents a topical review of the literature to unravel the complexity and challenges associated with studying this rich and complex area.FindingsThe findings suggest there is significant complexity in studying the impact of NBS on HRM and OB at a holistic and multi-level unit of analysis. The multiplicity of factors and levels of analysis, even at a level of within country analysis, highlights the sophisticated, in-depth and detailed nature of scholarship needed to unbundle and get a fuller understanding of this topic.Research limitations/implicationsAlthough recent research presents a within and cross-national analysis of NBS and its impact on HRM and OB practices from diverse Asian countries such as India, Japan, Indonesia and Malaysia, recent research offers only a focused analysis of few targeted HRM and OB practices, rather than a collective or a bundle of HRM practices.Practical implicationsThe contributions point to several practical implications for HR managers as well as managers from other fields, covering several national and cross-national comparisons.Originality/valueThis paper offers a substantial contribution in the understanding of how various HRM and OB practices are embedded in a nation’s business system and through a variety of historical and cultural influences.