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Journal of Chinese Human Resource Management
Journal Prestige (SJR): 0.173  Citation Impact (citeScore): 1 Number of Followers: 8  Hybrid journal * Containing 1  Open Access article(s) in this issue *ISSN (Print) 2040-8005 - ISSN (Online) 2040-8013 Published by Emerald  [361 journals]
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- Editorial
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Editorial
C. Rowley, Sudhanshu Joshi
Journal of Chinese Human Resource Management, Vol. 10, No. 1/2, pp.1-3Journal of Chinese Human Resource Management2019-12-10
DOI: 10.1108/JCHRM-10-2019-042
Issue No: Vol. 10, No. 1/2 (2019)
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Editorial
- The challenge of HR integration: a review of the M&A HR integration
literature
Open Access Article
Authors: Wenjia Chang-Howe
Abstract: The purpose of this study is to follw the process perspective approach in post-M&A (mergers and acquisitions) integration studies, with a focus on human resource function, to make the research literature relevant to HR integration process up to date. To the best of the author’s knowledge, limited systematic literature review and study in this interface has previously been published. Therefore, this conceptual study filled in the research gap by pointing out a clear framework on HR integration in cross-border post-acquisitions, reviewing both the content and process of HR integration. This paper contributes to future research on the HR integration process perspective in theoretical directions. It addresses the gap in research and opens the avenues for M&A researchers to consider HR as the strategic partner during M&As and to study HR aspects in an integrated process perspective view. This approach complements socialized reviews and it suggests a process perspective on how to dispersed themes and interrelate topics. It provide a clear process perspective helps to develop a concurrent research agenda, which can guide future work in the field.
Citation: Journal of Chinese Human Resource Management
PubDate: 2019-11-27
DOI: 10.1108/JCHRM-03-2019-0009
Issue No: Vol. 10, No. 1/2 (2019)
- The effect of the social network of the top management team on innovation
in cultural and creative industries- Authors: Hao Jiao, Yupei Wang, Minjia Liu
Abstract: The purpose of this study is to explore how the influence of the social network of the members of top management teams affects the firms’ innovation performance through organizational learning in cultural and creative industries in China. Based on cultural and creative industries, this paper focuses on how the social network of members of top management teams affects innovation through organizational learning. Using upper Echelon theory and social capital theory, the paper puts forward the relationship between the top management team’s social network, organizational learning and innovation performance. Drawing on the paradigm of organizational strategy duality (input-process-output), this paper constructs the conceptual model of “relational network – organizational learning − innovative performance” and attempts to reveal the relationship between the network, represented by the senior management network and organizational learning, and the mechanism behind their role in innovation performance. Finally, future research prospects are explored. Based on the analysis of the internal mechanism between the top management team network, organizational learning and innovation performance, the influence mechanism framework for the cultural and creative industries’ executive team social network on enterprise innovation is finally obtained, which provides theoretical guidance and a practical operation path for enterprise management innovation. This research makes a theoretical contribution to the duality of organizational strategy and provides a practical operation path for enterprises to build a social network, and thereby promote innovation capabilities.
Citation: Journal of Chinese Human Resource Management
PubDate: 2019-10-01
DOI: 10.1108/JCHRM-10-2018-0021
Issue No: Vol. 10, No. 1/2 (2019)
- Authors: Hao Jiao, Yupei Wang, Minjia Liu
- Change in China' Taking stock of blue collars’ work values
- Authors: Marina Anna Schmitz
Abstract: This paper aims to provide insights into current issues, such as changing expectations and needs of blue-collar workers, from both an employee and HR perspective, to provoke further research in the business context on this crucial cohort, as well as broaden the current understanding of Human Resources Management (HRM) measures and incentives implemented by the respective foreign companies. The author conducted semi-structured interviews with 25 Chinese employees of German multinational companies working in the automobile industry located in Shanghai. Among them, 17 were blue-collar workers and 8 were white-collar workers (General Manager or HR Manager). Besides factors attributed to work conditions, all of the work values are located in the individual domain, regarding their level of focus (Facet C according to Lyons et al.). Work values in the growth orientation domain (Facet B according to Lyons et al.) show a mix between context- and growth-oriented factors. However, context-oriented factors are still outnumbering the frequency of growth-oriented ones. Regarding the modality of work values (Facet A), all of the categories (instrumental, social, cognitive and prestige) were reflected in the answers of the blue-collar workers. Due to the limited number of interviewees no final statement can be made on how age, education, gender, or other demographics influence certain work values. Additionally, Inglehart and Abramson (1994) also mention other potential explanations for observed differences, such as inflation or unemployment rates, and per capita gross national product which were not discussed in this research. Furthermore, the HR management selected the interview candidates regarding the blue-collar cohort which could indicate biased answers of the interviewees. HRM systems (e.g. reward systems or job design) should be adapted to meet the individual preferences of employees and be sensitive toward a potential value change among certain generational cohorts. The findings showed that although pay is still on the mind of the blue-collar worker, career development seems to be even more important for the future blue-collar workforce. Therefore, companies should as well consider non-financial retention strategies in the future. Due to the talent shortage in China, employee’s ability to assert their interests, wishes and values could be taken to a new level. However, this does not hold true for the (still increasing) flood of migrant workers, often suffering from bad working conditions or discrimination incurred by their hukou status. Although recent changes in the labor regime have taken place (e.g. social insurance reform and labor contract law), the protection of migrant workers still remains insufficient. By examining the work values of blue-collar workers, this paper draws meaningful implications for talent management with regard to work outcomes, in particular voluntary employee turnover, which is considered to be an issue of concern by both economists and businessmen.
Citation: Journal of Chinese Human Resource Management
PubDate: 2019-06-20
DOI: 10.1108/JCHRM-08-2018-0014
Issue No: Vol. 10, No. 1/2 (2019)
- Authors: Marina Anna Schmitz
- Problems of human capital development when employing migrant workers
- Authors: Xinlei Sha, Bill Taylor
Abstract: This paper aims to investigate how human capital of rural migrant workers is regulated and manipulated at ten petrol stations in one Chinese coastal city. The research is based on ethnographic research with participatory observation at forecourts and interviews with managers and workers. This paper argues that human capital development is inhibited by patterns of discrimination, such as in the treatment of rural migrants in China’s coastal urban areas. Instead, human capital is developed as migrant workers learn to resist management rules by relying on social capital networks. This requires management to confront or acquits some control to workers, which itself may benefit employers in certain circumstances. There has been a tendency towards analysing non-financial capital in positivist frameworks within human resource management (HRM), in which human capital and social capital are seen in terms of their contribution to profits. There has also been a tendency within Chinese HRM to sometimes understand social networks in normative cultural terms, in which Chinese identities as being or seeking harmonies. This paper, based on a qualitative research, shows that a more nuanced approach may be needed, one that understands tensions and countervailing forces. The research is based on ethnographic research with intensive participatory observation at forecourts and interviews with managers and workers. The way human capital can be developed to restrict management prerogative, though this may benefit employer’s interests. There has been a tendency towards analysing non-financial capital in positivist frameworks within HRM, in which human capital and social capital are seen in terms of their contribution to profits. There has also been a tendency within Chinese HRM to sometimes understand social networks in normative cultural terms, in which Chinese identities as being or seeking harmonies. This paper shows a more nuanced approach may be needed, one that understands tensions and countervailing forces.
Citation: Journal of Chinese Human Resource Management
PubDate: 2018-10-24
DOI: 10.1108/JCHRM-07-2017-0016
Issue No: Vol. 10, No. 1/2 (2018)
- Authors: Xinlei Sha, Bill Taylor
- Journal of Chinese Human Resource Management
