Working for Japanese Corporations in China: A Qualitative Study
Working for Japanese Corporations in China: A Qualitative Study
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在中国为日本企业工作：定性研究
DOI：
10.1057/palgrave.abm.9200250
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发表时间：
2008
影响因子：
3.9
通讯作者：
Hendrik Meyer
中科院分区：
文献类型：
--
作者：
Jie Yu;Hendrik Meyer
中国经济正在迅速崛起，外国跨国公司在这一过程中发挥着重要作用。跨国公司不再仅仅将中国视为廉价生产的地方，而是越来越多地将其视为市场。这导致了越来越多的兴趣，如何管理当地白领员工，本文解决这个问题，就日本跨国公司。本文通过对在华日资企业员工的认知进行定性分析，针对在华日资企业人力资源管理的影响因素和存在的问题，提出了一系列建议。当地员工认为日本企业的管理风格具有高度的民族中心主义，尽管日本管理被描绘成总体上适合快速发展的经济体，但当地员工对座位安排和激励结构等几点表示不满。这种情况的原因是，日本企业的经营方式没有完全转移到中国，对海外管理者的依赖程度很高，在中国经济高速发展的今天，存在着多种经营方式的竞争。
China's economy is emerging rapidly and foreign multinational corporations (MNCs) are playing an important role in this process. MNCs no longer view China just as a place for cheap production, but increasingly as a marketplace. This has led to increased interest in how to manage local white-collar employees and this article addresses this issue with regard to Japanese MNCs. Based on a qualitative exploration of the perceptions of local employees, the article develops a series of proposals in regard to the underlying factors and problems of human resource management (HRM) by Japanese MNCs in China. Local employees describe the management style of Japanese corporations as highly ethnocentric and despite Japanese management having been portrayed as an overall good fit for fast-developing economies, local employees voice discontent over several points, ranging from seating arrangements to incentive structures. This situation can be explained by an incomplete transfer of Japanese business practices, the heavy reliance on expatriate managers, and with the presence of multiple modes of competing management styles in the current rapidly developing Chinese economy.