Abstract
This paper examines the value creation aspects of HRM in international joint ventures of a relatively small size and their implications for strategic management. We assume that HRM in this context is rather a process than a function, and a ‘soft’ – humanistic rather than a ‘hard’, instrumentalist managerial approach. Using cases from a modest sample of Danish – Vietnamese joint ventures, we propose that HRM is significantly associated with creating a healthy and adaptive environment for mutual learning and socializing as well as a flexible empowerment mechanism in the condition of a certain extent of joint venture autonomy. A conceptual framework developed from these empirical insights invites further generalizing efforts, and more importantly, contributes to a dynamic understanding of HRM in small IJVs.
| Original language | English |
|---|---|
| Title of host publication | 2nd Annual International Conference on Human Resource Management and Professional Development for the Digital Age (HRM&PD 2012) |
| Publisher | Global Science & Technology Forum (GSTF) |
| Publication date | 2012 |
| ISBN (Print) | 2251-2349 |
| ISBN (Electronic) | 2251-2357 |
| Publication status | Published - 2012 |
| Event | 2nd Annual International Conference on Human Resource Management and Professional Development for the Digital Age - Bali, Indonesia Duration: 17 Sept 2012 → 19 Sept 2012 |
Conference
| Conference | 2nd Annual International Conference on Human Resource Management and Professional Development for the Digital Age |
|---|---|
| Country/Territory | Indonesia |
| City | Bali |
| Period | 17/09/2012 → 19/09/2012 |
Keywords
- International joint venture, human resource management, expatriate manager, local manager, mutual learning, empowerment, socializing