Host-Country National Expatriates
Host-Country National Expatriates
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东道国侨民
DOI：
10.7880/abas.0161223a
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发表时间：
2017
影响因子：
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通讯作者：
Shohei Hamamatsu
中科院分区：
文献类型：
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作者：
Shohei Hamamatsu
简介据说，外籍经理在管理跨国公司当地子公司中的作用对于公司的绩效非常重要（Black、Morrison 和 Gregersen，1999；Delios 和 Bjorkman，2000）。此外，日本企业还被认为有很强的倾向，利用从母国派遣的员工来控制当地子公司（Kopp，1994；Oki，2013；Peterson，Sargent，Napier，＆Shim，1996；Shiraki，2006）。然而，将员工派遣到海外子公司可能会导致“外派失败”，因为外籍员工或其家庭成员不能很好地适应外国文化，必须在年底前回国。他们的任务（Collings、Scullion 和 Morley，2007；Tung，1981、1982、1987）。因此，有人说，在初始启动阶段使用母国派出的外籍人士担任海外子公司的经理，然后再使用东道国国民提拔的经理是可取的（Evans、Pucik和Barsoux，2002年；Furusawa，2008年）。有人指出，提拔东道国国民的原因是为了摆脱“以母国为中心”的形象，与当地政府和当地公司建立良好的关系，同时能够雇用和留住更好的员工（Furusawa，2008）。人们隐含地认为，当地子公司的管理将来自（a）从母国派遣人员（母国外籍人士，或P-CONE）或（b）使用当地资源（东道国）国家）。与这两种选择相反，本文重点讨论第三种选择，即总部 (c) 在母国雇用当地资源（东道国侨民，或 H-CONE）并将该人员派往东道国。这些资源不同于移民、自发的外籍人士、侨民、短期交往、虚拟交往等（Briscoe, Schuler, & Tarique, 2011; Inkson, Arthur, Pringle, & Barry, 1997; Kim, 2013; Suutari & Brewster, 2000）。1近年来，许多交换生也从亚洲其他地区涌入日本随着越来越多的外国交换生被日本公司聘用。对于在亚洲其他地区扩张的日本企业来说，第三种选择——H-CONE，即在日本雇佣外国交换生并派往其原籍国，已经成为现实。本文以H-CONE为例，从人力资源角度比较总结了H-CONE相对于传统外派人员和东道国国民的优势。如果公司能够利用此类资源，他们可能会期望海外业务更加顺利，同时避免缺乏可外派的本国员工的问题。这对于在母国缺乏这样的资源池的中小企业尤为重要（Collings et al., 2007; Hamamatsu, 2016a）。 方法出于对上述问题的认识，本文研究了一家中小企业（A公司）的案例，该企业雇用了一名外国人并将其派往海外站点。对日本A公司社长和A公司中国子公司α公司的中方总经理X进行了多次采访。在日本受聘后，X 被派往中国，该公司正在中国提高产量。本文重点关注 X 在那里的活动以及总部公司总裁的参与。数据是通过以下过程收集的。首先，A公司总裁于2009年11月24日接受采访，随后于2009年12月1日访问中国子公司α公司，对X进行采访。随后，2010年和2011年，对A公司总裁进行了跟踪，确认了之前采访的内容，并讨论了后续事项。 案例分析 海外经营概况 A公司成立于1964年，是一家拥有 12 名员工的中小企业，为汽车行业开发、制造和销售橡胶和塑料产品。 ……
IntroductionThe role of expatriate managers in managing the local subsidiaries of multinational corporations is said to be important for the performance of the company (Black, Morrison, & Gregersen, 1999; Delios & Bjorkman, 2000). In addition, Japanese companies have been noted as having a strong tendency to control local subsidiaries, using employees sent from the parent country (Kopp, 1994; Oki, 2013; Peterson, Sargent, Napier, & Shim, 1996; Shiraki, 2006).However, sending employees to overseas subsidiaries may result in "expatriate failure" when the expatriate employees or their family members do not adapt well to foreign cultures and must return home before the end of their assignment (Collings, Scullion, & Morley, 2007; Tung, 1981, 1982, 1987). Thus, it has been said that using expatriates sent from the parent country as managers of overseas subsidiaries in the initial start-up phase and then later using managers promoted from host-country nationals is desirable (Evans, Pucik, & Barsoux, 2002; Furusawa, 2008). It is pointed out that reasons for promoting host-country nationals are to get rid of the image of being "parent country-centric" and build good relationships with local governments and local companies, while being able to hire and keep even better employees (Furusawa, 2008).It has been implicitly assumed that the management of local subsidiaries will come from either (a) sending someone from the parent country (a parent-country national expatriate, or P-CONE) or (b) using a local resource (a host-country national). In contrast with these two options, this paper focuses on a third option that involves headquarters (c) hiring a local resource (a host-country national expatriate, or H-CONE) in the parent country and sending that person to the host country. These resources differ from immigrants, self-initiated expatriates, inpatriates, short-term engagements, virtual engagements and so on (Briscoe, Schuler, & Tarique, 2011; Inkson, Arthur, Pringle, & Barry, 1997; Kim, 2013; Suutari & Brewster, 2000).1Recent years have seen many exchange students flow into Japan from other parts of Asia, as well as an increasing number of foreign exchange students hired by Japanese companies. For Japanese companies expanding in other parts of Asia, the third option of H-CONEs, or foreign exchange students hired in Japan and sent to their country of origin, has already become a realistic one. This paper uses the case of an H-CONE to compare and summarize the advantages of H-CONEs over traditional expatriates and host-country nationals from human resource perspective. If a company is able to use this type of resource, they may expect smoother overseas operations while avoiding problems with a lack of home-country employees available for expatriation. This is particularly important for small and medium-sized enterprises (SMEs) that lack such a resource pool in the parent country (Collings et al., 2007; Hamamatsu, 2016a).MethodsOut of an awareness of the aforementioned problems, this paper studies the case of an SME, Company A, which hired a foreigner and sent that person to an overseas site. Multiple interviews were conducted with the president of Company A in Japan, and X, a Chinese general manager of Company A's Chinese subsidiary, Company α. After being hired in Japan, X was sent to China, where the company was ramping up production. This paper focuses on X's activities there, and the involvement of the president of the headquarters company.Data was collected via the following process. First, the president of Company A was interviewed on November 24, 2009. Afterward, a visit was made to the Chinese subsidiary, Company α, on December 1, 2009, to conduct interviews with X. Later, in 2010 and 2011, a follow-up was done with the president of Company A to confirm the content of the prior interview and discuss subsequent events.Case StudyOutline of overseas operationFounded in 1964, Company A is an SME with twelve employees that develops, manufactures, and sells rubber and plastic products for the automotive industry. …
归国:三个研究流派的回顾
影响因子：
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作者：
Okubo;C. & Ogawa;T;長町康平;Chisa Okubo;長町康平;大久保智紗・伊里綾子・大槻泰介・小川俊樹;Kohei Nagamachi;大久保 智紗;長町 康平;板垣 佳苗;Kohei Nagamachi;青木 佐奈枝;今野 仁博;鴨野洋一郎;鴨野洋一郎;鴨野洋一郎;鴨野洋一郎;Yusuke Ashizawa;西田奈保子;Heejin KIM
通讯作者：
Heejin KIM