Competitive Advantage, HRM Strategy, and Firm Performance: The Experiences of Indigenous Firms and MNC Subsidiaries in Korea and Taiwan
Bae, Johngseok
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https://hdl.handle.net/2142/87485
Description
Title
Competitive Advantage, HRM Strategy, and Firm Performance: The Experiences of Indigenous Firms and MNC Subsidiaries in Korea and Taiwan
Author(s)
Bae, Johngseok
Issue Date
1997
Doctoral Committee Chair(s)
J. Lawler
Department of Study
Labor and Industrial Relations
Discipline
Labor and Industrial Relations
Degree Granting Institution
University of Illinois at Urbana-Champaign
Degree Name
Ph.D.
Degree Level
Dissertation
Keyword(s)
Business Administration, Management
Language
eng
Abstract
For comparison purposes, organizational-level cross-sectional data were collected from both Korea (N = 138) and Taiwan (N = 52) by a survey instrument. The subjects for this study were HR managers of each firm. Each sample also includes both indigenous firms and foreign subsidiaries from the USA, Japan, and Europe. There were some between-host-country variations (between Korean and Taiwanese firms). That is, Korean firms (both indigenous firms and foreign subsidiaries) had higher scores at training than their Taiwanese counterparts, after controlling for size and industry. There were also some between-home-country variations within a given host country (among indigenous, USA, Japanese, and European firms). Beyond these between-country variations, the results also showed that there were between-company variations within a given host and home country. These between-company variations were well explained by the OSVs. Future research can extend to other settings to test the model developed in this study. The conceptualization and measurement of HRM system and firm performance should also be refined.
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