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Cultural hybridization of human resources practices in China: Lessons learned from an intervention-research in a Chinese company

Author

Listed:
  • Ziyuan Tang

    (ISTEC - Institut supérieur des Sciences, Techniques et Economie Commerciales - ISTEC)

  • Marc Bonnet

    (ISEOR - Institut de Socio-économie des Entreprises et des ORganisations - Institut de socio-économie des entreprises et des organisations, MAGELLAN - Laboratoire de Recherche Magellan - UJML - Université Jean Moulin - Lyon 3 - Université de Lyon - Institut d'Administration des Entreprises (IAE) - Lyon)

Abstract

This article focuses on the hybridization of Lean Management in the Chinese context through HRM processes. The objective is to analyze the difficulties of adopting Lean Management in companies and experimenting with HR practices that allow for a successful hybridization between the cultural specificities of companies and a standardized management method of Japanese origin. This work is based on an intervention-research case study in a Chinese industrial company located in Tianjin. It aims to better understand how HRM practices in the specific cultural setting of Chinese companies impact the company's performance in the implementation of Lean Management. Innovative approaches to HRM practices uphold virtuous processes of hybridization and enable an improvement of the overall and sustainable performance.

Suggested Citation

  • Ziyuan Tang & Marc Bonnet, 2024. "Cultural hybridization of human resources practices in China: Lessons learned from an intervention-research in a Chinese company," Post-Print hal-04949575, HAL.
    • Handle: RePEc:hal:journl:hal-04949575
    DOI: 10.54695/grhu.134.0040
    as

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