The cross-cultural transfer of management practices: the case of Japanese human resource management practices in Singapore

Article Abstract:

Research into the outcome of transferring Japanese human resource (HR) management techniques into companies, in other countries, found the extent the countries differed culturally affected the success of the transfer. Some 32 businesses in Singapore introduced Japanese HR management techniques. Some aspects of the Japanese style of management transferred to Singapore successfully, such as workers taking part in groups which solve production problems and make decisions. A meritocratic system is favoured in Singapore which is irreconcilable with lifetime employment and a system of seniority.

Business Personnel Management, Japan, Singapore, Human resource management systems, Human resource information systems

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Variances in staff-related management practices at eight European country subsidiaries of a global firm

Article Abstract:

The possible variances and commonalities in staff-related management practices at European country subsidiaries of a global firm were explored based on data from semi-structured interviews. There was evidence of variances and commonalities in management practices and the variances may be attributed to cultural factors, while commonalities may be explained by a common organizational culture.

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The adoption of innovative work practices in service establishments

Article Abstract:

Issues concerning the take up of innovative working practices in both the service and manufacturing industries are compared and reasons suggested for differing success rates for such practices are discussed.

Manufacturing industry, Manufacturing industries, Services industry, Service industries

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