Hr Ethnocentric
To be able to stay competitive and allow customers to have retention over who we are – Human Resources Management or Development can be a key to generate sustained competitive advantages. (Barney, 1991; Foss and Pedersen, 2002; Fang, Jiang, Makino and Beamish, 2010).
Therefore, as a marketer, I feel that the most important 3 points are:
1) The image of the company, where the corporate identity must be handled properly.
2) The flow of the communication, ensuring not only the key message (company’s culture, value, directions, objectives, operation standards...etc) are being disseminate properly impacting the overall performance of the company, we need to ensure that information gather are being feedback promptly too. This will impact marketing strategies deploy for the subsidiary.
3) Competency of the Area Director. Where the expatriate must understand the core values and culture of our company. He/she must be able to convey the right organisational processes, structures and principals. This is not just based on a set of rules or operations standard, it require us to move from transaction business approach to relationship-based. Selection of this expatriate must be carefully done and with the right model. Such strategies implementation is very much depended on managerial talent.
(Fernandez-Aroaz, 1999; Hollenbeck, 2009; Fang, Jiang, Makino and Beamish 2010).
I suggest that we should identify and appoint one of our talented senior managers to close the productivity gap and have our company specific knowledge readily present in the subsidiary. This will ensure protection over our organisation culture, value, identity and business model. With that in mind, I believed that the best approach for us to fill this key managerial position will be sending people from headquarters (HQ)– that is, parent-country nationals (PCNs). This is what we know as the ethnocentric approach. It will ensure success of transplanting the business model that has worked well
Therefore, as a marketer, I feel that the most important 3 points are:
1) The image of the company, where the corporate identity must be handled properly.
2) The flow of the communication, ensuring not only the key message (company’s culture, value, directions, objectives, operation standards...etc) are being disseminate properly impacting the overall performance of the company, we need to ensure that information gather are being feedback promptly too. This will impact marketing strategies deploy for the subsidiary.
3) Competency of the Area Director. Where the expatriate must understand the core values and culture of our company. He/she must be able to convey the right organisational processes, structures and principals. This is not just based on a set of rules or operations standard, it require us to move from transaction business approach to relationship-based. Selection of this expatriate must be carefully done and with the right model. Such strategies implementation is very much depended on managerial talent.
(Fernandez-Aroaz, 1999; Hollenbeck, 2009; Fang, Jiang, Makino and Beamish 2010).
I suggest that we should identify and appoint one of our talented senior managers to close the productivity gap and have our company specific knowledge readily present in the subsidiary. This will ensure protection over our organisation culture, value, identity and business model. With that in mind, I believed that the best approach for us to fill this key managerial position will be sending people from headquarters (HQ)– that is, parent-country nationals (PCNs). This is what we know as the ethnocentric approach. It will ensure success of transplanting the business model that has worked well