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Human Resource Planning in Japanese Multinationals: A Model for U.S. Firms?

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  • Rosalie L Tung

    (University of Pennsylvania)

Abstract

The efficient operation of a multinational corporation is contingent upon the availability of numerous—technology, capital, know-how, and people. In this paper, the argument is made that human power is a key ingredient to the successful operation of a multinational, without which all the other aforementioned resources could not be effectively and efficiently utilized or transferred from corporate headquarters to the various subsidiaries in the world. Hence, there is a need for multinationals to devote more attention to human resource planning, which is viewed as part of the overall planning and control process in a firm. The paper compares and contrasts the human resource development programs between a sample of U.S. and Japanese multinationals, and discusses the implications for U.S. multinationals.© 1984 JIBS. Journal of International Business Studies (1984) 15, 139–149

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  • Rosalie L Tung, 1984. "Human Resource Planning in Japanese Multinationals: A Model for U.S. Firms?," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 15(2), pages 139-149, June.
    • Handle: RePEc:pal:jintbs:v:15:y:1984:i:2:p:139-149
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    Citations

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    Cited by:

    1. Yulin Fang & Guo‐Liang Frank Jiang & Shige Makino & Paul W. Beamish, 2010. "Multinational Firm Knowledge, Use of Expatriates, and Foreign Subsidiary Performance," Journal of Management Studies, Wiley Blackwell, vol. 47(1), pages 27-54, January.
    2. Belderbos René A. & Heijltjes Mariëlle G., 2003. "The Determinants Of Expatriation In Japanese Multinationals: Vertical Business Groups And Executive Staffing Policies In Asia," Research Memorandum 055, Maastricht University, Maastricht Research School of Economics of Technology and Organization (METEOR).
    3. Joanna Purgal-Popiela, 2011. "The success of a foreign mission and its reasons - the point of view of the organization and of the expatriate (Sukces misji zagranicznej i jego uwarunkowania - spojrzenie z perspektywy organizacji i ," Problemy Zarzadzania, University of Warsaw, Faculty of Management, vol. 9(34a), pages 75-97.
    4. Bebenroth, Ralf & Froese, Fabian J., 2020. "Consequences of expatriate top manager replacement on foreign subsidiary performance," Journal of International Management, Elsevier, vol. 26(2).
    5. Jae C. Jung & Paul W. Beamish & Anthony Goerzen, 2008. "FDI Ownership Strategy: A Japanese-US MNE Comparison," Management International Review, Springer, vol. 48(5), pages 491-524, November.
    6. Alpay, Guven & Bodur, Muzaffer & Ener, Hakan & Talug, Cem, 2005. "Comparing board-level governance at MNEs and local firms: lessons from Turkey," Journal of International Management, Elsevier, vol. 11(1), pages 67-86, March.
    7. Geringer, J. Michael & Frayne, Colette A. & Olsen, David, 1998. "Rewarding growth or profit?: Top management team compensation and governance in Japanese MNEs," Journal of International Management, Elsevier, vol. 4(4), pages 289-309, December.

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