Human capital, cultural distance and staffing localization
Human capital, cultural distance and staffing localization
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DOI：
10.1108/mbr-02-2020-0036
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发表时间：
2021-01
期刊：
影响因子：
--
通讯作者：
Naoki Ando
中科院分区：
文献类型：
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作者：
Naoki Ando
研究目的本研究旨在探讨外国子公司人员配置的变化如何影响子公司的绩效，重点是人员本地化。设计/方法/途径从人力资本的角度分析了本土化与子公司绩效之间的关系。利用日本跨国企业对外直接投资的面板数据对假设进行了检验。结果-分析表明，本地化有一个积极的影响，子公司的业绩时，子公司可以访问一个有能力的当地经理在东道国的游泳池。研究还表明，当有能力的当地经理人高度可用时，本地化对高文化距离下的子公司绩效有积极的影响。相比之下，当有能力的当地管理人员的可用性是有限的，文化距离高，本地化有负面影响子公司的业绩。独创性/价值-利用人力资本理论，本研究的理论如何本地化，这是一个变化的人力资本配置对当地特定的人力资本的依赖，提高子公司的特定优势。它介绍了随着时间的推移，人力资本配置的变化的影响，到附属机构的人员配备的研究。此外，本研究从与以往研究不同的角度，提出了人力资本影响组织绩效的一条可能路径。具体而言，它表明，在配置的人力资本的变化影响子公司的具体优势，最终影响子公司的业绩。
Purpose This study aims to explore how a change in the staffing configuration of foreign subsidiaries affects subsidiary performance by focusing on staffing localization. Design/methodology/approach The relationship between localization and subsidiary performance is analyzed from the perspective of human capital. Hypotheses are tested using a panel data set of foreign direct investment by Japanese multinational enterprises. Findings The analysis demonstrates that localization has a positive effect on subsidiary performance when subsidiaries can access a pool of competent local managers in the host country. It also shows that when competent local managers are highly available, localization has a positive effect on subsidiary performance under high cultural distance. In comparison, when the availability of competent local managers is limited and cultural distance is high, localization has a negative effect on subsidiary performance. Originality/value Using human capital theory, this study theorizes how localization, which is a change in the configuration of human capital toward a reliance on local-specific human capital, enhances subsidiary-specific advantages. It introduces the effects of changes in the configuration of human capital over time, into studies on subsidiary staffing. In addition, from a different viewpoint than previous studies, this study proposes one possible path where human capital leads to organizational performance. Specifically, it shows that a change in the configuration of human capital affects subsidiary-specific advantages, which eventually impacts subsidiary performance.