Online from: 2007
Subject Area: Regional Management Studies
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|Title:||The strategic role of HR in MNC subsidiaries in China between 1999 and 2006|
|Author(s):||Jennie Sumelius, (Department of Management and Organization, Hanken School of Economics, Helsinki, Finland), Adam Smale, (Department of Management, University of Vaasa, Vaasa, Finland), Ingmar Björkman, (Department of Management and Organization, Hanken School of Economics, Helsinki, Finland)|
|Citation:||Jennie Sumelius, Adam Smale, Ingmar Björkman, (2009) "The strategic role of HR in MNC subsidiaries in China between 1999 and 2006", Chinese Management Studies, Vol. 3 Iss: 4, pp.295 - 312|
|Keywords:||China, Human resource management, Multinational companies, Strategic objectives|
|Article type:||Research paper|
|DOI:||10.1108/17506140911007477 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
|Acknowledgements:||The authors gratefully acknowledge the support provided by Vesa Suutari and Liikesivistysrahasto.|
Purpose – The purpose of this paper is to examine the factors that have influenced the strategic role of the HR department in Western MNC subsidiaries in China between 1999 and 2006.
Design/methodology/approach – The study is based on two sets of quantitative questionnaire data collected in 142 subsidiaries in 1999 and 2006. Qualitative interview data from 2006 are also used to shed light on the findings of the quantitative analysis.
Findings – The results indicate that the role of the HR department was more strategic in 2006 than in 1999. Furthermore, subsidiary size and the size of the HR department were positively associated with the strategic role of the HR department.
Originality/value – The study contributes to the literature on HRM in MNCs by examining the role of the HR department, which has received surprisingly little attention in previous research, especially the role of the HR department, in foreign MNC subsidiaries. The study also responds to calls for more empirical research examining the development of HRM in China over time.
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