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Competitive advantage, HRM strategy,...

Bae, Johngseok.

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Competitive advantage, HRM strategy, and firm performance: The experiences of indigenous firms and MNC subsidiaries in Korea and Taiwan.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Competitive advantage, HRM strategy, and firm performance: The experiences of indigenous firms and MNC subsidiaries in Korea and Taiwan./
Author:	Bae, Johngseok.
Description:	227 p.
Notes:	Source: Dissertation Abstracts International, Volume: 58-06, Section: A, page: 2411.
Contained By:	Dissertation Abstracts International58-06A.
Subject:	Sociology, Industrial and Labor Relations. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9737039
ISBN:	0591471531

Competitive advantage, HRM strategy, and firm performance: The experiences of indigenous firms and MNC subsidiaries in Korea and Taiwan.
Bae, Johngseok.

Competitive advantage, HRM strategy, and firm performance: The experiences of indigenous firms and MNC subsidiaries in Korea and Taiwan. - 227 p.

Source: Dissertation Abstracts International, Volume: 58-06, Section: A, page: 2411.

Thesis (Ph.D.)--University of Illinois at Urbana-Champaign, 1997.

To examine the determinants of human resource management (HRM) systems and their effects on the functional flexibility of internal labor markets and firm performance, a covariance structure model (LISREL model) was developed and tested. Three indicators of HRM systems include human resource (HR) flow, training, and empowerment. Based on such theoretical perspectives as strategic choice perspective, internal labor markets, resource-based view of the firms, and organizational transformation literature, HRM strategies were conceptualized as a continuum ranging from 'short termism' (focusing on a 'buy-bureaucratic' strategy with less efforts on HR flow, little training, and little empowerment) to 'long termism' (focusing on a 'make-organic' strategy with extensive selection, training, and empowerment). Results showed that those firms with high scores on organizational strategic variables (OSVs), such as management values regarding HRM and the sources of competitive advantage (e.g., quality, variety, and speed), were more likely to have HRM systems of 'long termism.' The sources of competitive advantage also had positive effects on firm performances. In addition, work systems served as a mediating variable linking OSVs and performance variables.

ISBN: 0591471531Subjects--Topical Terms:

1017858
Sociology, Industrial and Labor Relations.

Competitive advantage, HRM strategy, and firm performance: The experiences of indigenous firms and MNC subsidiaries in Korea and Taiwan.
LDR:03342nmm 2200289 4500 001 1861666
005 20041117065556.5
008 130614s1997 eng d
020 $a 0591471531
035 $a (UnM)AAI9737039
035 $a AAI9737039
040 $a UnM $c UnM
100 1 $a Bae, Johngseok. $3 1949252
245 1 0 $a Competitive advantage, HRM strategy, and firm performance: The experiences of indigenous firms and MNC subsidiaries in Korea and Taiwan.
300 $a 227 p.
500 $a Source: Dissertation Abstracts International, Volume: 58-06, Section: A, page: 2411.
500 $a Adviser: J. Lawler.
502 $a Thesis (Ph.D.)--University of Illinois at Urbana-Champaign, 1997.
520 $a To examine the determinants of human resource management (HRM) systems and their effects on the functional flexibility of internal labor markets and firm performance, a covariance structure model (LISREL model) was developed and tested. Three indicators of HRM systems include human resource (HR) flow, training, and empowerment. Based on such theoretical perspectives as strategic choice perspective, internal labor markets, resource-based view of the firms, and organizational transformation literature, HRM strategies were conceptualized as a continuum ranging from 'short termism' (focusing on a 'buy-bureaucratic' strategy with less efforts on HR flow, little training, and little empowerment) to 'long termism' (focusing on a 'make-organic' strategy with extensive selection, training, and empowerment). Results showed that those firms with high scores on organizational strategic variables (OSVs), such as management values regarding HRM and the sources of competitive advantage (e.g., quality, variety, and speed), were more likely to have HRM systems of 'long termism.' The sources of competitive advantage also had positive effects on firm performances. In addition, work systems served as a mediating variable linking OSVs and performance variables.
520 $a For comparison purposes, organizational-level cross-sectional data were collected from both Korea (N = 138) and Taiwan (N = 52) by a survey instrument. The subjects for this study were HR managers of each firm. Each sample also includes both indigenous firms and foreign subsidiaries from the USA, Japan, and Europe. There were some between-host-country variations (between Korean and Taiwanese firms). That is, Korean firms (both indigenous firms and foreign subsidiaries) had higher scores at training than their Taiwanese counterparts, after controlling for size and industry. There were also some between-home-country variations within a given host country (among indigenous, USA, Japanese, and European firms). Beyond these between-country variations, the results also showed that there were between-company variations within a given host and home country. These between-company variations were well explained by the OSVs. Future research can extend to other settings to test the model developed in this study. The conceptualization and measurement of HRM system and firm performance should also be refined.
590 $a School code: 0090.
650 4 $a Sociology, Industrial and Labor Relations. $3 1017858
650 4 $a Business Administration, Management. $3 626628
690 $a 0629
690 $a 0454
710 2 0 $a University of Illinois at Urbana-Champaign. $3 626646
773 0 $t Dissertation Abstracts International $g 58-06A.
790 1 0 $a Lawler, J., $e advisor
790 $a 0090
791 $a Ph.D.
792 $a 1997
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9737039