| dc.description.abstract | Under the international operation of Multinational Corporations (MNCs), the most important task is to deploy a best-fit allocation on management resources, further obtain the most competitive advantage to make maximum profit. While encountering the pressure of easy approach on capital and technology, the interest in HRM has been enhanced by recent findings that human resource policies and practices can be a source of sustained competitive advantage to firms. From the perspective of human resources integration, Wright (1992) indicated human resources could be regarded as a key business resource to maintain core competitive advantage.
However, many researches also pointed out the “nationality effect” in the management of human resources management by MNCs. Relevant literatures assesses the elements of national environments that are most likely to influence MNCs behaviour. To face the challenge in increasing global competition, MNCs need to leverage the strengths both from Mother and Local companies. In the case of the MNCs, there is the need to address the fit of corporate culture with the different national cultures of their subsidiaries to assure strategy implementation, particularly HRM strategy.
Our research was undertaken to probe into the differences on HRM systems implemented in MNCs Taiwan Subsidiaries. The targeted objects of this research come from MNCs in Taiwan. The study mainly intends to explore, under the differences in the national cultures of the subsidiaries, the degree of similarity to the HRM implementation of MNCs in Taiwan. This research received 167 valid questionnaires, and the valid receiving rate is about 19.04%.
After data analysis, this research found drawing from a cultural values and country origin perspective, HRM implementation in America, Japan, Europe and Asia do exist with differences. In general, results supported hypothesized differences in HR practices of firms from different countries. Even though implications of the results indicated that MNCs in Taiwan have tendency to approach some degree of similarity in HRM and the need to adapt HRM practices to the local environment in which the subsidiary is operating is obvious, national origin of the MNCs is definitely a major influence on the trade-off between global integration and local adaptation. | en_US |