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A case study on Japanese HRM practices in Malaysia: Japanisation or localisation?

Author

Listed:
  • Garry Wei-Han Tan
  • Beng-Hui Chua
  • Boon-In Tan
  • Keng-Boon Ooi

Abstract

Japanese manufacturers tend to export their HRM practices when they set up plants abroad. However, Japanese subsidiaries around the world do not adopt fully to the Japanese HRM practices. Due to the differences, we adopt a case study that addresses on the HRM practices of a Japanese subsidiary in Malaysia. This research serves as a valuable lesson for other Japanese investors when formulating their HRM strategies abroad. The findings suggest that new Japanese investors need not attempt to be more Japanese than the local Japanese firms in Japan in view that most subsidiaries are already localising their HRM practices.

Suggested Citation

  • Garry Wei-Han Tan & Beng-Hui Chua & Boon-In Tan & Keng-Boon Ooi, 2012. "A case study on Japanese HRM practices in Malaysia: Japanisation or localisation?," International Journal of Innovation and Learning, Inderscience Enterprises Ltd, vol. 12(3), pages 332-351.
    • Handle: RePEc:ids:ijilea:v:12:y:2012:i:3:p:332-351
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