Showing papers by "Markus Pudelko published in 2006"
TL;DR: In this article, a comparative analysis of the HR practices of American, Japanese and German companies is presented, showing that the socio-economic contextual factors of the American and Japanese HR systems are in many ways at opposite ends of the spectrum with the German factors in between.
Abstract: This article provides a comparative analysis of the HR practices of American, Japanese and German companies. The starting point is an investigation of the managerial, economic, socio-political and cultural contexts of the three HR systems. It will be demonstrated that the socio-economic contextual factors of the American and Japanese HR systems are in many ways at opposite ends of the spectrum, with the German factors in between. Subsequently, the three HR systems themselves are analysed. The data show that the same pattern, USA and Japan at the extremes and Germany taking a middle position, is valid also for the HR systems. This suggests that the relevant socio-economic context is highly pertinent for the establishment of an HR system. This outcome does not exclude either the integration of HR practices from a foreign HR model into the domestic one or standardisation efforts of HR practices of multinational companies, but confines the potential for cross-cultural learning and standardisation to what is within the ‘fit’ of the relevant socio-cultural context.
93 citations
TL;DR: The issue of convergence of management practices as between national business systems and cultures is contentious but important given increasing cross-continental cooperation and competition is discussed in this paper, where the authors discuss the importance of cross-national cooperation and cooperation.
Abstract: The issue of convergence of management practices as between national business systems and cultures is contentious but important given increasing cross-continental cooperation and competition. This ...
81 citations
TL;DR: In this article, the seniority principle has been described as a key ingredient in the traditional Japanese HRM model, and it has been reported that the importance of seniority is declining more than any other JapaneseHRM practice and the American model serves as an important source of inspiration in introducing a more performance-oriented system.
Abstract: The seniority principle has often been described as a key ingredient in the traditional Japanese HRM model. However, increasing numbers of testimonials in the literature report that this practice is dramatically declining in significance. Results of this empirical study indicate that: 1) compared to the past, the seniority principle is significantly losing importance for promotion and compensation decisions; 2) this is a trend likely to continue into the future; 3) the seniority principle is declining more than any other Japanese HRM practice; 4) the American model serves as an important source of inspiration in introducing a more performance-oriented system; 5) when compared to western countries, however, seniority is likely to remain of importance. Suggestions are put forward as to how a performance based promotion and compensation system might suit the specific Japanese context better than western practices do.
31 citations
TL;DR: The so-called convergence-divergence debate in management research is a classic example as discussed by the authors, where management practices are strongly influenced by the relevant national cultural and institutional context (e.g. Laurent, 1983; Hickson and Pugh, 2001; Whitley, 2000; Hofstede, 2001).
Abstract: management research is the so-called convergence–divergence debate. Representatives of the convergence approach (e.g. Kerr et al., 1960; Eisenstadt, 1973; Levitt, 1983; Prentice, 1990; Waters, 1995; Tomlinson, 1999) perceive management as largely independent from the respective national culture, and focus instead on the importance of learning from best practice in order to increase national competitiveness. They argue that the international competitive pressure will ultimately lead to a convergence of management practices toward those ‘best practices’. On the other side of the debate, adherents of the so-called divergence approach emphasize that management practices are strongly influenced by the relevant national cultural and institutional context (e.g. Laurent, 1983; Hickson and Pugh, 2001; Whitley, 2000; Hofstede, 2001). Consequently, these authors are much more sceptical about the possibility of adopting management practices that evolved outside the respective cultural or institutional context and see little room for cross-national convergence of management processes. This debate is significantly influenced by the advent of the multi-faceted phenomenon termed ‘globalization’. It is often stated that globalization leads to more convergence and standardization in areas such as the management of companies, economic policies, politics and even, culturally, in terms of how we lead our lives. Common examples include the increasing importance of shareholder value, the narrowing of national interest rates, the spread of democracy, the convergence of consumer tastes and the worldwide appeal of some global brands. Sceptics, however, argue that even though management practices may converge at a strategic level, we will see less change in terms of how people really behave. Special Section
22 citations
TL;DR: In this paper, globalization and its effects on International Strategy and Cross-Cultural Management are discussed. But the authors focus on cross-cultural management and do not consider cross-economic management.
Abstract: (2006). Preface: Globalization and Its Effects on International Strategy and Cross-Cultural Management. International Studies of Management & Organization: Vol. 36, No. 4, pp. 3-8.
6 citations
TL;DR: In this paper, the authors argue that American and Japanese HR managers hardly perceive German human resource management (HRM) as a role model from which they might wish to learn, and that this lack of knowledge results from the rather "balanced", "moderate" and "equilibrated" character of German HRM.
3 citations
TL;DR: This article reviewed the book "The World Is Flat: A Brief History of the Twenty-First Century" by Thomas L. Friedman, concluding that "the world is flat and the world is not flat."
Abstract: The article reviews the book “The World Is Flat: A Brief History of the Twenty-First Century,” by Thomas L. Friedman.
2 citations