Liability of Asianness? Global talent management challenges of Chinese, Japanese, and Korean multinationals

F.J. Froese, J. Shen, T. Sekiguchi, S. Davies

Research output: Contribution to journalArticle (Academic Journal)peer-review

3 Citations (Scopus)

Abstract

Within a short time, China, Japan, and Korea have produced worldwide leading multinational enterprises (MNEs). As they expand globally, these companies face major challenges in global talent management (GTM). This article provides a comparative analysis of the major GTM challenges MNEs from these countries experience and the underlying reasons thereof. Our comparative overview reveals similarities in ethnocentric staffing, traditional headquarters-driven organizational cultures, and home-country language policies. While there are striking differences in performance appraisal, reward and compensation, and promotion and career advancement, these GTM practices of Chinese, Japanese, and Korean MNEs are converging to Western style global best practices, though at different levels. Building on and enriching the convergence debate and the distance literature, we identify organizational and country characteristics that help better understand the reasons for these similarities and differences.

Original languageEnglish
JournalHuman Resource Management Review
Volume30
Issue number4
DOIs
Publication statusPublished - 6 Aug 2020

Keywords

  • China
  • Convergence
  • Divergence
  • Global Talent Management
  • Institutional Distance
  • Japan
  • Korea

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