International Human Resource Management-MJ Version

collectivism

Chinese philosophy 199–200

Japan 202–4

Vietnam 215

vsindividualism 145–6, 148, 158,

417–18

see alsoteamwork

colonial legacy seepost-colonial countries

commitment 240, 361–2

communication

effective (M&A) 101–2, 103

with expatriates 339–40

‘spider’ role 265–6

communitarianism vsindividualism

151, 158

compartmentalized business systems 130

compensation 308–17, 327–8

Japan 203

and performance management 321–2

role of national culture 316–17

staff transfers 313–16

Taiwan 205, 206, 207

variables influencing strategy 310–13

virtual assignments 326–7

competitive advantage

MNCs 28–30, 36–41

national comparative and 19–24, 28

competitive strategies 39–41

complementarity of opposites 133–4

complexity, national vsmultinational

firms 34–5

compulsory systems, industrial

relations 449

computer numerically controlled

(CNC) machine-tools 126–7

Confucianism 197, 199, 200, 204,

208, 211–12

contingency approach 308

contracts

long-term 213

‘psychological contract’ 319, 365

repatriation 339

short-term 184, 185

and status 417–18, 421–2, 423

technical assignments 348

control mechanisms 55–6

convergence 424–5, 465–6

vsdiversity 427–8

coordinated federation 47

coordinated industrial district business

systems 130

coordination/control motive of

transfers 260, 263, 264, 265

corporate HR function 74–7

cosmopolitanism 27

costs

absolute/relative comparative advantage

12–13, 15, 19

of expatriate failure 274

‘country effect’, EWCs 471–2

country-of-origin effect 394–6

country-specific advantages (CSAs) see

location advantages

cross-cultural management, developing

countries 224–5

cross-cultural training (CCT) 284–5

electronic 297–9

host/third country nationals

(HCNs/TCNs) 300

links with other practices 299–300

and performance management 321

phases 285–96

see alsotraining and development

crossvergence, developing countries

234–7, 238

cultural appropriateness 240–1

cultural assessment (due diligence

M&A phase) 98–100, 108

cultural change (M&A) 103–4

cultural differences 143

M&A 90–2, 98

within Europe 183–7

women expatriates 369–72

cultural dimensions

and cultural issues 162

developing countries 231–3

and management 148–50, 161–3

models 144–61

cultural distance

hypothesis 91, 92

staff transfers 264

cultural paradox 159

cultural toughness 269

culturalism 118, 120–1

employment practices transfer 392–3

and institutionalism 119–20, 131–6

see alsosocietal analysis

culture 142, 68–9, 155–6

and compensation 316–17

see alsocross-cultural training (CCT);

multiculturalism

culture novelty 292

Daoism 198, 208

decentralization, EU industrial

relations 444–6

decentralized federation 46

decentralized HR companies 76

degree of interaction, with host

nationals 292

Subject Index 491

3122-Sub-Index.qxd 10/29/03 2:32 PM Page 491