Competitive Advantage, HRM Strategy, and Firm Performance: The Experiences of Indigenous Firms and MNC Subsidiaries in Korea and Taiwan

For comparison purposes, organizational-level cross-sectional data were collected from both Korea (N = 138) and Taiwan (N = 52) by a survey instrument. The subjects for this study were HR managers of each firm. Each sample also includes both indigenous firms and foreign subsidiaries from the USA, Japan, and Europe. There were some between-host-country variations (between Korean and Taiwanese firms). That is, Korean firms (both indigenous firms and foreign subsidiaries) had higher scores at training than their Taiwanese counterparts, after controlling for size and industry. There were also some between-home-country variations within a given host country (among indigenous, USA, Japanese, and European firms). Beyond these between-country variations, the results also showed that there were between-company variations within a given host and home country. These between-company variations were well explained by the OSVs. Future research can extend to other settings to test the model developed in this study. The conceptualization and measurement of HRM system and firm performance should also be refined.

Name thesis:degree_name

Ph.D.

Level thesis:degree_level

Dissertation

Discipline thesis:degree_discipline

Labor and Industrial Relations

Grantor

University of Illinois at Urbana-Champaign

Year dc:date

2015

Author dc:creator

• Bae, Johngseok

Contributors dc:contributor

• J. Lawler

• Business Administration, Management

Language dc:language

eng

Identifier

(MiAaPQ)AAI9737039

OAI identifier oai:identifier

oai:www.ideals.illinois.edu:2142/87485