International Journal of Business and Social Science

ISSN 2219-1933 (Print), 2219-6021 (Online) DOI: 10.30845/ijbss

 

Values in Human Resource Management of Japanese Multinationals in the US: A Country-of-Origin Effect or Local Responsiveness?
Reinoud Bosch, Hisako Matsuo, Haruhiko Kanegae

Abstract
While the philosophical argument to research values in the workforce has long been recognized as necessary, their empirical study is recent and deficient at the social level. In this paper, a novel approach to studying social values is applied to an important question in the globalization debate, namely: to what extent do the practices of Japanese multinationals in the US transfer values from Japan, and to what extent do they adjust to the local environment? Survey data from the US National Organizations Survey, 108 Japanese MNCs in the US, and 95 firms in Japan indicate a partial country-of-origin effect as well as partial local responsiveness. Thus, we concluded that Japanese HRM is characterized by the values ‘sense of belonging’, ‘family security’, ‘varied life’, and ‘universalism’, whereas the local value ‘social order’ is more important to the HRM of Japanese multinationals whereby country-of-origin values are found to a lesser degree.

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