Contemporary Challenges to International Business (Academy by Kevin Ibeh, Sheena Davies

By Kevin Ibeh, Sheena Davies

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172; df 5 6; Asymp. Sig. 058). However, the pattern of relationship with tenure was counter-intuitive and not linear. 86). 2. It can be seen that the association between percentage of expatriates and local managers was nonsignificant, which corresponds to the finding that Western firms had high levels of both expatriates and local managers. In contrast, there were interrelations between all other HR variables, namely, long-term contracts, contribution to pension funds, pension responsibility and bonus types.

A comparative analysis of China, Japan and South Korea’, The International Journal of Human Resource Management, 15(4), 917–33. Selmer, Jan (1996) ‘Expatriate or local bosses? HCN subordinates’ preferences in leadership behaviour’, The International Journal of Human Resource Management, 7(1), 165–78. aspx. Accessed 19 November 2007. html. Accessed 19 November 2007. pdf. Accessed 19 November 2007. Taura, Rika (2005) ‘Japanese Companies’ HRM strategies in China’, NRI Papers, 86(February), 1–10. pdf.

Japanese and Korean). In these JVs, the nationality of foreign partners represents a different degree of LTO and cultural proximity. Nationality of foreign partner was the main explanatory variable together with HR practices, which were also dependent variables in the context of H2. The Challenge of Managing Employee Tenure 21 The paper is based empirically on a postal questionnaire survey conducted during 2006 with 316 Chinese-foreign JVs, where questions related to the period 1998–2005; 1998 was the year foreign ownership of shares in JVs was freed from State controls.

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