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论文编号：	2566
作者编号：	1120070753
上传时间：	2010/6/11 16:08:19
中文题目：	在华日资企业人力资源管理本土化模式研究
英文题目：	Research On The Pattern Of Localization Of Human Resource Management In Companies With Japanese Capital In China
指导老师：	崔勋
中文关键字：	在华日资企业； 跨国公司；人力资源管理；本土化
英文关键字：	Companies with Japanese capital in China；Multinational corporations； Human resource management；Localization
中文摘要：	当今世界经济全球化不断深入，跨国公司已经成为经济全球化的主导力量，国际人力资源管理的效果直接关系其经营成败，可谓研究意义重大，因此长期以来受到研究者们的高度关注。 早期的跨国公司研究以母公司为跨国公司竞争优势的主要来源，将跨国公司整体作为研究对象。20世纪80年代前后，一些学者开始意识到子公司在跨国公司内部的影响力，某些情况下甚至是战略性资源的重要来源之一，因此逐渐将研究层次转移到子公司层面。目前跨国公司的战略性人力资源管理相关研究总体上往往还从母公司控制、协调海外子公司的角度出发，以母公司为着眼点，基于子公司视角的研究仍相对不足。因此，本文从子公司的视角出发，探讨子公司人力资源管理本土化的影响因素和结果，有助于补充有关跨国公司国际人力资源管理的研究文献。 中国改革开放以后，日本跨国公司纷至沓来，在我国设立子公司。在华日资企业经过30年努力，在中国各领域取得了显著成就，已成为中国国民经济中一支不可忽视的力量。但近些年来，随着中国市场竞争的日益加剧和中国经济发展模式的转变，曾经在中国辉煌一时的三大投资领域——家电、电子和汽车的日资企业普遍乏善可陈，集体深陷经营困境。 关注此问题的专家学者普遍认为很大程度上这与其人力资源管理本土化落后密切相关，但往往缺乏深入而系统的探讨。不少在华日资企业虽然纷纷表示意识到了人力资源管理本土化的重要性和迫切性，也确实取得了一些进展，但与在华的欧美韩资企业相比却依旧缓慢。这一事实所反映出的理想与现实的差距更加引人深思。 近年来在华日资企业在日本跨国公司组织内的地位不断提升，角色日渐重要，甚至被视为战略性资源的重要来源之一。因此，将研究焦点从日本母公司转移到在华子公司已时机成熟。在目前形势下，提出一套能解释在华日资企业的人力资源管理本土化特点的理论，探讨其人力资源管理本土化情况与集体在华经营困境之间的内在关联，对于在华日资企业有效整合中国本土的人力资源，因地制宜地调整经营决策，实现日本跨国公司在华的经营目标和我国经济发展的双赢，具有重要的现实意义。 此外，中国的跨国公司与许多世界级跨国公司相比，整体尚处于蓄势发展、奋力追赶阶段。中国的跨国公司应该特别注意借鉴那些具有相似文化背景、原本管理水平不高、科学技术比较落后、经过努力追赶却后来居上、成功且成熟的跨国公司的经验，吸取其教训，研究跨国经营先行者的运行轨迹。尤其是近年来日本跨国公司因人力资源管理本土化问题而遭遇在华困境的教训更值得我国企业深思、探讨。因此，深入而系统地探讨在华日资企业的人力资源管理本土化问题，对于正在积极谋求跨国经营的中国企业少走弯路、实现跨越式发展具有特殊的借鉴意义。 本研究力图运用文献分析、理论推演和案例研究的方法，从在华日资企业的角度，以综合的、历史的、演进的视角，在考察日本对华投资历史的基础上，围绕在华日资企业人力资源管理本土化模式展开分析，探讨在华日资企业人力资源管理本土化的现状、影响因素及其结果，对其未来趋势加以预测，以期对理论研究有所助益，为中国企业走出国门在跨国经营中避免类似问题提供经验支持。具体来说，通过文献分析、理论推演和案例研究，本研究重点讨论以下问题：（1）在华日资企业投资战略转变的轨迹、原因和在华经营的整体现状；（2）人力资源管理本土化的定义、维度、内涵及其模式，在华日资企业的人力资源管理本土化与企业投资战略转变之间的内在联系；（3）日本母国、日本母公司、中国和在华子公司四个层次上，在华日资企业人力资源管理本土化的影响因素，以及人力资源管理本土化对在华日资企业和中国的影响；（4）根据人力资源管理本土化模式的类型划分，分别选择一个企业案例，进行案例分析，以此来印证人力资源管理本土化的影响因素和结果。 本研究的创新主要体现在以下几个方面：（1）以子公司的视角取代跨国公司整体或母公司的视角；（2）提出了人力资源管理本土化的两个维度和人力资源管理本土化模式；（3）系统地从四个层次提出了人力资源管理本土化的影响因素；（4）突出了人力资源管理本土化的工具性。
英文摘要：	Globalization is the objective trend of the economic development in the world today. The multinational corporations have become the leading force in global economy. The international human resource management of multinational corporations has a great influence on operation. So it’s of great study implications and has attracted increasing attentions of researchers. At the early stage of research on multinational corporations, researchers maintained that the parent company was the principal source of competitive advantages and treated the multinational corporations as a whole to study. But around 1980’s,some scholars started to realized that the subsidiary companies were of great importance and even became a major source of strategic resources, so shifted their emphasis to the study of subsidiary companies. At present, most studies of strategic human resource management of multinational corporations are in the perspective of parent company, maintaining that the parent company controls the subsidiary companies. There’s a lack of studies in the perspective of subsidiary companies. So the present research is send to study the influencing factor and results of subsidiary companies’ localization of human resource management in the perspective of subsidiary, to enrich the literature of subsidiary companies’ international human resource management of multinational corporations. Since the implementation of reform and open policy in China, many Japanese multinational corporations have come to invest in China and set up subsidiary companies. The enterprises with Japanese capital in china have made great achievement in many fields in the 30 years. But with the fierce competition in Chinese market and changes of economic development pattern, in three major investment fields-electrical household appliances, electronic products, automobile, the enterprises with Japanese capital have lapsed into mediocrity and were mired in difficulties. Many scholars concerning this problem generally believe that the backwardness of localization of human resource management was closely related to this issue. But fewer systemic studies have been made on this topic. Some enterprises with Japanese capital in China have realized that the importance of localization of human resource management, but the proceedings are slower compared with enterprises with European, American and Korean capital in China. This issue is of great study implications. In recent years, many companies with Japanese capital in China have played a more and more important role within Japanese multinational corporations and even become a major resource of strategic resources. So it’s time to remove our research focus from parent company in Japan to subsidiaries in China. It’s of great implications to advance a systematic theory on localization of human resource management of companies with Japanese capital in China, discussing the relationship between the level of localization of human resource management and difficulties of operation in China. It can help enterprises with Japanese capital in China integrate the human resources in China and make appropriate operation strategies according to the situations. What’s more, compared with world-class multinational corporations, Chinese multinational corporations are still at primary stage. So we should study the experience of the full-fledged multinational corporations with similar cultural background that came from behind to race into the first group. Especially the issue of localization of human resource management of companies with Japanese capital in China is of great educational significance for Chinese companies. This study uses the methods of document analysis, theory deduction and case study to investigate the history of investment of Japanese corporations in China and analyze the pattern of localization of human resource management of companies with Japanese capital in China in a comprehensive, historical and evolutionary perspective. This paper studies the present situation and influencing factor of localization of human resource management of companies with Japanese capital in China and predicts its trend in development to develop theory in this field and offers experience for Chinese multinational corporations. The following topics are mainly discussed in this paper: (1) developmental trajectories of investment strategies of companies with Japanese capital in China and these companies’ present situation in China. (2)the definition, dimensions, connotation, and pattern of localization of human resource management, and the internal connecting link between localization of human resource management and the changes of investment strategies for companies with Japanese capital in China. (3) the influencing factors of localization of human resource management of companies with Japanese capital in China on the level of home country-Japan, parent company in Japan, China and subsidiary in China, and the influence of localization of human resource management on companies with Japanese capital in China and China. (4) for each division of pattern of localization of human resource management, chose a case and analyze it to testify the influencing factors and results. The innovation of this study is in the following aspects: (1) studying the issue in the perspective of subsidiaries instead of the whole corporations or parent company. (2) proposing two dimensions for localization of human resource management and its pattern. (3) suggestting the influencing factors of localization of human resource management on four levels. (4) giving prominence to instrumental of localization of human resource management.
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