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What determines the adoption of employee empowerment practices by MNE subsidiaries in China? An institutional perspective

机译:是什么决定了MNE子公司在中国采用员工赋权做法?机构观点

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PurposeThis paper aims to explore how institutional factors determine the adoption of employee empowerment practices by multinational enterprises (MNEs) subsidiaries in China.Design/methodology/approachThis paper examines the effects of MNE subsidiaries' external and internal institutional factors on the degree of employee empowerment practices adopted by these subsidiaries. Using hierarchical regression analysis, hypotheses were tested with a sample of 99 MNE subsidiaries operating in China.FindingsThe results show that both the informal institutions of the host country and the subsidiary's characteristics play an important role in shaping the degree of empowerment practices adopted by MNE subsidiaries in China.Originality/valueEmployee empowerment practices have been increasingly used by MNEs to leverage human resources for organizational competitive advantage. Although a large body of work has studied a bundle of HRM practices as a whole adopted in MNE subsidiaries, there is a paucity of research on the specific empowerment practices in MNE subsidiaries. This research fills this important gap in the literature by investigating the institutional forces that influence the empowerment practices in MNE subsidiaries in China.
机译:目的旨在探讨制度因素如何确定跨国企业(MNES)子公司在中国采用员工赋权行为.Design/Methodology/ApproChis论文审查了MNE子公司外部和内部机构因素对员工赋权行为的影响这些子公司通过。使用分层回归分析,假设是通过在中国运营的99个MNE子公司的样本测试.Findingsthe结果表明,东道国的非正式机构和附属公司的特征在塑造MNE子公司通过的赋权程度方面发挥着重要作用在中国。跨国公司/价值授权实践越来越多地用于跨国公司越来越多地用于利用人力资源进行组织竞争优势。虽然大型工作已经研究了MNE子公司采用的整体的一捆HRM实践,但缺乏关于MNE子公司的特定赋权实践的研究。该研究通过调查影响中国MNE子公司赋权行为的制度力量来填补文献中的这一重要差距。

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