Management

STANDARDIZATION AND LOCALIZATION
IN THE HUMAN RESOURCE MANAGEMENT
OF SINO- FOREIGN JOINT VENTURES:
AN INDUCTIVE MODEL AND RESEARCH AGENDA

Shaohui Chen, PhD Candidate

&

Marie Wilson, Associate Professor

Department of Management and Employment Relations
The University of Auckland
Private Bag 92019
Commerce C Building, 18 Symonds Street, Auckland, New Zealand
64 9-3737599ext.7667 or 4808(Tel.)
64 9-3737477(Fax)
[e-mail](e-mail)
[e-mail](e-mail)

Identification Number: 68

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STANDARDIZATION AND LOCALIZATION
IN THE HUMAN RESOURCE MANAGEMENT
OF SINO- FOREIGN JOINT VENTURES:
AN INDUCTIVE MODEL AND RESEARCH AGENDA

Department of Management and Employment Relations
The University of Auckland
Private Bag 92019
Commerce C Building, 18 Symonds Street, Auckland, New Zealand

Identification Number: 68

STANDARDIZATION AND LOCALIZATION
IN THE HUMAN RESOURCE MANAGEMENT
OF SINO- FOREIGN JOINT VENTURES:
AN INDUCTIVE MODEL AND RESEARCH AGENDA
Summary
The tension between Standardization orientation of multinational companies and the necessity of localized adaptation has been identified as an enduring theme in the internationalization of human resource management. This tension has been highlighted in the Chinese context by academic researchers and practitioners (Chiang, 2000; Ding, Fields, & Akhtar, 1997; Goodall & Warner, 1997; Kraar, 1999; Lu &
Bjorkman, 1997; Upton & Seet, 1997; Wang & Satow, 1994). This paper assesses the perspectives of standardization and localization by reviewing key theoretical frameworks and empirical studies of effective international human resource management (IHRM). The key assumptions in IHRM standardization and localization are explored through the mechanism of 'difference drivers ' related to relative advantage in competency, consistency, power and experience, which contribute to the hybridisation of HRM practices in Sino-foreign joint ventures(JVs).
The model

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