The role of human resource management: An exploratory study of cross-country variance

David E. Bowen, Carmen Galang, Rajnandini Pillai

    Research output: Contribution to journalArticle

    58 Scopus citations

    Abstract

    We explore how the role of Human Resource Management (HRM) varies across countries on two dimensions. One is how the status of HRM departments may vary (e.g., perceptions of its importance and involvement). Second is whether there is cross-country strategic HRM (SHRM) in terms of the conventional contingency approach (linking HRM practices to strategy), as well as a resource-based view of the firm (e.g., developing "organizational capability" as competitive advantage). Results included significant differences in HRM status across countries; significant correlations between status and "organizational capability"; and in Asian countries, a slight tendency for HRM practices to be linked more to a "differentiation" strategy, whereas, in Anglo countries, a strong linkage between HRM practices and "organizational capability."

    Original languageEnglish (US)
    Pages (from-to)103-122
    Number of pages20
    JournalHuman Resource Management
    Volume41
    Issue number1
    DOIs
    StatePublished - Jan 1 2002

    ASJC Scopus subject areas

    • Applied Psychology
    • Strategy and Management
    • Organizational Behavior and Human Resource Management
    • Management of Technology and Innovation

    Fingerprint Dive into the research topics of 'The role of human resource management: An exploratory study of cross-country variance'. Together they form a unique fingerprint.

  • Cite this