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Article: Does human resource management matter in a transitional economy? China as an example

TitleDoes human resource management matter in a transitional economy? China as an example
Authors
KeywordsChina
Chinese management
Human resource management
Perception of top management
Issue Date2003
PublisherPalgrave Macmillan Ltd. The Journal's web site is located at http://www.palgrave-journals.com/jibs/index.html
Citation
Journal Of International Business Studies, 2003, v. 34 n. 3, p. 255-265 How to Cite?
AbstractThis paper investigates the significance of how firms manage their human resources (HRs) within the confines of powerful social institutions in a transitional economy, the People's Republic of China (China). We propose that two dimensions, the role of human resource management (RHR) and followers' perception of the leader (TOP), are important contributors to firm performance as are the influences of the regional economy and firm ownership. We tested our hypotheses with a survey of 180 firms from nine cities in China. We found that both role of HRM (RHR) and follower's perception of top-level management (TOP) are important to firm performance. The study confirms that while social institutions remain powerful in a transitional economy, effective HRM is important to firm performance.
Persistent Identifierhttp://hdl.handle.net/10722/85805
ISSN
2015 Impact Factor: 3.62
2015 SCImago Journal Rankings: 4.208
ISI Accession Number ID
References

 

DC FieldValueLanguage
dc.contributor.authorLaw, KSen_HK
dc.contributor.authorTse, DKen_HK
dc.contributor.authorZhou, Nen_HK
dc.date.accessioned2010-09-06T09:09:27Z-
dc.date.available2010-09-06T09:09:27Z-
dc.date.issued2003en_HK
dc.identifier.citationJournal Of International Business Studies, 2003, v. 34 n. 3, p. 255-265en_HK
dc.identifier.issn0047-2506en_HK
dc.identifier.urihttp://hdl.handle.net/10722/85805-
dc.description.abstractThis paper investigates the significance of how firms manage their human resources (HRs) within the confines of powerful social institutions in a transitional economy, the People's Republic of China (China). We propose that two dimensions, the role of human resource management (RHR) and followers' perception of the leader (TOP), are important contributors to firm performance as are the influences of the regional economy and firm ownership. We tested our hypotheses with a survey of 180 firms from nine cities in China. We found that both role of HRM (RHR) and follower's perception of top-level management (TOP) are important to firm performance. The study confirms that while social institutions remain powerful in a transitional economy, effective HRM is important to firm performance.en_HK
dc.languageengen_HK
dc.publisherPalgrave Macmillan Ltd. The Journal's web site is located at http://www.palgrave-journals.com/jibs/index.htmlen_HK
dc.relation.ispartofJournal of International Business Studiesen_HK
dc.rightsCreative Commons: Attribution 3.0 Hong Kong Licenseen_HK
dc.rightsThis is a post-peer-review, pre-copyedit version of an article published in [Journal of International Business Studies. The definitive publisher-authenticated version Journal of International Business Studies, 2003, v. 34 n. 3, p. 255-265 is available online at: http://www.palgrave-journals.com/jibs/index.html-
dc.subjectChinaen_HK
dc.subjectChinese managementen_HK
dc.subjectHuman resource managementen_HK
dc.subjectPerception of top managementen_HK
dc.titleDoes human resource management matter in a transitional economy? China as an exampleen_HK
dc.typeArticleen_HK
dc.identifier.emailTse, DK: davidtse@hku.hken_HK
dc.identifier.authorityTse, DK=rp01100en_HK
dc.description.naturepostprint-
dc.identifier.doi10.1057/palgrave.jibs.8400026en_HK
dc.identifier.scopuseid_2-s2.0-0346091430en_HK
dc.identifier.hkuros74586en_HK
dc.identifier.hkuros84473-
dc.identifier.hkuros94510-
dc.relation.referenceshttp://www.scopus.com/mlt/select.url?eid=2-s2.0-0346091430&selection=ref&src=s&origin=recordpageen_HK
dc.identifier.volume34en_HK
dc.identifier.issue3en_HK
dc.identifier.spage255en_HK
dc.identifier.epage265en_HK
dc.identifier.isiWOS:000183727800003-
dc.publisher.placeUnited Kingdomen_HK
dc.identifier.scopusauthoridLaw, KS=7202563432en_HK
dc.identifier.scopusauthoridTse, DK=7101916504en_HK
dc.identifier.scopusauthoridZhou, N=7103170571en_HK

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