MNCs’ HRM Strategy and Country of Origin Effect: Do North American, European and Japanese Firms Really Differ?

Gyu-Chang Yu; Woo-Sung Park; Yung-Ho Cho

doi:10.5771/0935-9915-2007-4-392

Contents
- Chapter Expand | CollapseAuthorsPage
- 369–373 Titelei/Inhaltsverzeichnis 369–373
- 374–391 The Management of Human Resources in the Asia Pacific: Into the 21st Century Chris Rowley, Malcolm Warner Chris Rowley, Malcolm Warner 374–391
- 392–409 MNCs’ HRM Strategy and Country of Origin Effect: Do North American, European and Japanese Firms Really Differ? Gyu-Chang Yu, Woo-Sung Park, Yung-Ho Cho Gyu-Chang Yu, Woo-Sung Park, Yung-Ho Cho 392–409
- 410–426 Approaches to International Industrial Relations in Chinese Multinational Corporations Jie Shen Jie Shen 410–426
- 427–453 The Management of Human Resources in Malaysia: Locally-owned Companies and Multinational Companies Chris Rowley, Saaidah Abdul-Rahman Chris Rowley, Saaidah Abdul-Rahman 427–453
- 454–471 Ethnocentric HRM Policies in the Asia Pacific Region: An Explanation of Host Country Resistance Wes Harry, Chizu Nakajima Wes Harry, Chizu Nakajima 454–471
- 472–482 Book Reviews 472–482
- 483–484 New Books 483–484
- 485–487 Contents of mrev, volume 18, issues 1-4 485–487
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mrev management revue , page 392 - 409

MNCs’ HRM Strategy and Country of Origin Effect: Do North American, European and Japanese Firms Really Differ?

Autoren

Gyu-Chang Yu Woo-Sung Park Yung-Ho Cho

DOI
- doi.org/10.5771/0935-9915-2007-4-392
- ISSN: 0935-9915
- ISSN online: 1861-9908
Abstract

Based upon the sample of 419 MNCs' subsidiaries in Korea, we examined the country of origin effect in the choice of MNCs' HRM strategy: transplantation, localization, and mixed. A multinominal logit regression analysis showed that there is an important country of origin effect in the choice between a localization strategy and a mixed strategy. North American MNCS tended to implement mixed strategy, while Japanese MNCs tended to adopt localization strategy. European MNCs were in the middle. The estimated log odds of choosing a localization strategy over a mixed strategy by Japanese subsidiaries were 1.79 times higher than European subsidiaries and 2.85 times higher than N. American subsidiaries; those by European subsidiaries were 1.59 times higher than N. American subsidiaries. However, the country of origin was not significantly related to the choice between a transplantation strategy and other strategies. We also examined two alternative factors influencing the HRM strategy of foreign subsidiaries: investment strategy and entry strategy. The implications of this and directions for future research are discussed.
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