Japanese Human Resource Management, Expatriate Condition, Local Manager’s skill, And Internal Communication Affecting The Success of Localization Management of Japanese Subsidiary at Eastern Seaboard Industrial in Thailand
DOI:
https://doi.org/10.14456/shserj.2024.23Keywords:
Localization, Japanese Human Resource Management, Expatriate, Local manager, Internal communicationAbstract
The purpose of this research was to study the influence of Japanese Human Resource Management, Expatriates’ condition, Local manager’s skills and roles, and Internal communication affecting on success of Localization in a subsidiary through indication of Organizational performance. Organizational culture was additionally tested to investigate as moderating variable. The finding in this study was investigated through assessment of path coefficients, which were statically proved for the research hypotheses. The results obviously showed that Japanese HRM for Consensual decision and Quality control circle, Expatriates’ condition for Coach and Conductor, Local manager’s skills and roles in term of Principle of management and organization and roles, and Internal communication in Downward, Upward, and Lateral communication positively correlated to Organizational performance at significant level of 0.01. Furthermore, the moderation analysis showed an appropriate interaction term of Organizational culture on Local manager’s skills and roles and Organizational performance at significant level 0.05. This study was concluded that the Local manager’s skills and roles had a highlighted relation on success of localization in the organization. The moderating analysis indicated that the Organization culture interacted with Local manager’s skills and roles which booth up the success of localization by increasing the effective management.
References
Abugre, J. B., & Debrah, Y. A. (2019). Assessing the impact of cross-cultural communication competence on expatriate business operations in multinational corporations of a Sub-Saharan African context. International Journal of Cross Cultural Management, 19(1), 85-104.
Aminu, I. M., & Shariff, M. N. M. (2014). Strategic Orientation, Access to Finance, Business Environment and SMEs Performance in Nigeria: Data Screening and Preliminary Analysis. European Journal of Business and Management, 6(35).
Bhanugopan, R., & Fish, A. (2007). Replacing Expatriates With Local Managers: An Exploratory Investigation into Obstacles to Localization in A Developing Country. Human Resource Development International, 10(4), 365 - 381.
Byoung-Goo, K., & Gyu-Bae, K. (2017). Determinants of The Level of Foreign Subsidiaries’ Localization of Korean MNCs and Performance in China. Journal of Korea Trade, 21(1), 2-21.
Dang, Q. T., & Rammal, H. G. (2020). Japanese expatriates' management in global assignments: A review and research agenda. THUNDERBIRD INTERNATIONAL BUSINESS REVIEW, 62(6), 637-742.
Fairchild, A. J., & McQuillin, S. D. (2010). Evaluating Mediation and Moderation Effects in School Psychology: A Presentation of Methods and Review of Current Practice. Journal of School Psychology, 48(1), 53-84.
Fayol. (1949). General and Industrial Management. Sir Isaac Pitman & Sons.
Furusawa, M., & Brewster, C. (2016). IHRM and expatriation in Japanese MNCs: HRM practices and their impact on adjustment and job performance Asia Pacific Journal of Human Resources, 54(4), 396-420. https://doi.org/10.1111/1744-7941.12106
Gamble, J. (2000). Localizing Management in Foreign-Invested Enterprises in China: Practical, Cultural, and Strategic Perspectives. International Journal of Human Resource Management, 11(5), 883 - 903.
Gill, R., & Wong, A. (1998). The Cross-Cultural Transfer of Management Practices: The Case of Japanese Human Resource Management Practices in Singapore. The International Journal of Human Resource Management, 9(1), 116 - 135.
Harris, T. E., & Nelson, M. D. (2008). Applied Organizatinal Communication: Theory and Practice in A Global Environment (3 ed.). Taylor & Francis Group.
Hitoshi, I. (2023). Multilingual mediators in the shadows: a case study of a Japanese multinational corporation. The International Journal of Human Resource Management, 34(2), 313-343. https://doi.org/10.1080/09585192.2021.1965008
Hofstede, G. (2011). Dimensionalizing Cultures: The Hofstede Model in Context. International Association for Cross-Cultural Psychology.
Imai, H. (2012). Toyota's Oversea Management. The Post Publishing Public Company Limited.
Itagaki, H. (2009). Competitiveness, Localization and Japanese Companies in China: Realities and Alternate Approaches. Asia Pacific Business Review, 15(3), 451- 462.
John R Schermerhorn, J. (2011). Introduction to Management (International Student Version). Wiley.
Katz, K. (1978). The Social Psychology of Organizations. Wiley.
Keeley, T. D. (2006). Cultural and Structural Impediments Affecting Localization of Management in Japanese Overseas Subsidiaries. Kyushu Sangyo University, KEIEIGAKU RONSHU (Business Review), 17(2), 77 - 89.
Kosiyanon, L., & Yoshihara, K. (1985). Japanese Management in Thailand. Southeast Asian Studies, 22(4), 374 - 390.
Onishi, J. (2006). The Transferability of Japanese HRM Practices to Thailand. Asia Pacific Journal of Human Resources, 44(3), 260 - 275.
Oppong, N. Y. (2015). Localization of Management in Multinational Enterprises in Developing Countries: A Case Study of Policy and Practice. International Journal of Training and Development, 19(3), 223-231.
Ouchi, W. G. (1979). A Conceptual Framework for The Design of Organizational Control. Management Science, 25(9), 833 - 848.
Petison, P., & Johri, L. (2008). Managing Local Employees: Expatriate Roles an A Subsidiary. Managing local employees, 46(5), 743-760.
Rovinelli, R. J., & Hambleton, R. K. (1977). On the use of content specialists in the assessment of criterion-referenced test item validity. Tijdschrift voor Onderwijsresearch, 2, 49-60.
Samuels, P. (2005). Pearson Correlytion. Mollie Gilf and Peter Samuels
Schaaper, J., Amann, B., Jaussaud, J., Nakamura, H., & Mizoguchi, S. (2013). Human Resource Management in Asian Subsidiaries: Comparison of French and Japanese MNCs. The International Journal of Human Resource Management, 24(7), 1454-1470.
Sekiguchi, T., Froese, F. J., & Iguchi, C. (2016). International human resource management of Japanese multinational corporations: Challenges and future directions. Asian Business & Management, 15(2), 83-109.
Selmer, J. (2004). Expatriates' Hesitation and The Localization of Western Business Opertions in China. International Journal of Human Resource Management, 15(6), 1094-1107.
Sharirlou, A., & Balázs, B.-K. (2021). Organizational culture and work-based learning in Japanese, German, and American multinational companies. A múltból táplálkozó jövő-hagyomány és fejlődés, XXV Apáczai-napok Tudományos Konferencia tanulmánykötete, 290-298.
Shiraki, M. (2002). Why Can't Japanese Multinationals Utilize Both International and Local Human Resources In Asean?: A Comparative Analysis. Journal of Enterprising Culture, 10(1), 23-37.
Tomoki, S. (2016). Bridge Individuals in Multinational Organisations. The Australasian Journal of Organisational Psychology, 9, e3. https://doi.org/10.1017/orp.2016.2
Vora, D., Kostova, T., & Roth, K. (2007). Roles of Subsidiary Managers In Multinational Corporations: The Effect of Dual Organizational Identification. Management International Review, 47, 595-620.
Wang, A., & Chompuming, P. (2015a). Localization of Mangament Posts in Subsidiaries of Japanese Multinational Corporation in Thailand. ASEAN Journal of Management & Innovation, 2, 86-100.
Wang, A., & Chompuming, P. (2015b). When Japanese and Thai Cultures Meet in Thailand, What Does Literature Tell Us?. Japanese Studies Journal, 32(1), 115-127.
