Use this URL to cite or link to this record in EThOS: http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.685427
Title: The interaction effects between strategic alliances and strategic human resource management in China
Author: Jin, Jiafei
Awarding Body: University of Bristol
Current Institution: University of Bristol
Date of Award: 2009
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Abstract:
My intention in undertaking this thesis was to examine the interaction relationship between Strategic Alliances (SA) and Strategic HRM (SHRM) in Chinese context. In addition, I was also interested in investigating whether different types of SA will have different influences on enterprises' HRM and on employees' personal feelings. An extensive literature review revealed a considerable number on studies of SA or on studies of SHRM. However, there is limited literature on the interaction relationship between SA and SHRM, particularly in China. I was interest in fulfill these huge research gaps and link these two significant fields together. In my case studies located in the manufactory and hotel industries in different cities in China. I conducted both quantitative and qualitative research methods, including a questionnaire survey and interviews. The analysis of my fieldwork results indicated that SA and SHRM have close link. After SA with foreign partners, the enterprise's HRM will become more strategic (central, formal and fair) and more strategic HRM will strength enterprise's SA. In addition, my fieldwork results also indicated that different types of SA will have different effects on enterprise' HRM. Cooperative joint venture (ClY) has more positive effects on HRM than equity joint venture (EJY). My research also presents that after SA employees' personal feelings becomes more positive to their organization. Employees' commitment, satisfaction, motivation and job security increased and employees are more like to work in foreign managed enterprises Finally, as my findings led me to the conclusion that the relationship between SA and SHRM form three virtuous circle. The first circle comprises interaction between SAs and SHRM. The second comprises interaction between SAs and employees' personal feelings about their jobs and employing organisation. The third circle comprises interaction between employees' personal feelings and SHRM. I argued that the interaction in these circles is continuous and that three circles are virtuous circles. I also argued that national level, industry level and enterprise level factors will affect on these three virtuous circles
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID: uk.bl.ethos.685427  DOI: Not available
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