Ethnocentric HRM policies in the Asia Pacific region : an explanation of Host Country resistance

This paper considers the impact of ethnocentric policies, using as an example diversity policies, created by Multinational Companies (MNCs), Non Government Organisations (NGOs) and international agencies then imposed on a host country and its population. Examples of practices in the Asian Pacific re...
Ausführliche Beschreibung

Gespeichert in:

Autor*in:	Harry, Wes [verfasserIn] Nakajima, Chizu [verfasserIn]

Format:	E-Artikel
Sprache:	Englisch

Erschienen:	2007

Schlagwörter:	Management / Diversity Management / Personalmanagement / Globalisierung / Asiatisch-pazifischer Raum

Umfang:	graph. Darst.
Beschreibung:	Systemvoraussetzung: Acrobat Reader.

Übergeordnetes Werk:	In: Management revue - Baden-Baden : Nomos, 1990, 18(2007), 4, Seite 454-471
Übergeordnetes Werk:	volume:18 ; year:2007 ; number:4 ; pages:454-471

Links:	Volltext Volltext

Katalog-ID:	756720028

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Indexfelder

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publishDate	2007
allfields	10419/78914 hdl (DE-627)756720028 (DE-599)GBV756720028 DE-627 ger DE-627 rakwb eng Harry, Wes verfasserin aut Ethnocentric HRM policies in the Asia Pacific region an explanation of Host Country resistance Wes Harry; Chizu Nakajima 2007 graph. Darst. Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier This paper considers the impact of ethnocentric policies, using as an example diversity policies, created by Multinational Companies (MNCs), Non Government Organisations (NGOs) and international agencies then imposed on a host country and its population. Examples of practices in the Asian Pacific region illustrate how the experience of colonialisation, war and migration have major impact on perceptions of the Host Country governments and nationals The paper discusses possible reasons for Host Country Nationals (HCNs) to resist foreign, apparently, ethnocentric policies. The resistance is often based on the experience of being colonised or the fragile social cohesiveness by the host nations. The motives of the MNC are often perceived to be to weaken the host nation and its organisations so as to be able to dominate the local economy as part of globalisation, taking little, if any, account of local needs and sensitivities. The imposition of ethnocentric policies shows that the parent organisations are not MULTInational but SINGLEnational Companies. Systemvoraussetzung: Acrobat Reader. 1.1\x Management (DE-627)091376173 (DE-2867)12085-6 stw 1.2\x Diversity Management (DE-627)091355214 (DE-2867)21306-1 stw 1.3\x Personalmanagement (DE-627)091382866 (DE-2867)12567-2 stw 1.4\x Globalisierung (DE-627)091364108 (DE-2867)19071-3 stw 1.5\x Asiatisch-pazifischer Raum (DE-627)091348153 (DE-2867)19172-4 stw Nakajima, Chizu verfasserin aut In Management revue Baden-Baden : Nomos, 1990 18(2007), 4, Seite 454-471 Online-Ressource (DE-627)477529178 (DE-600)2173556-6 (DE-576)116226536 1861-9908 nnns volume:18 year:2007 number:4 pages:454-471 http://hdl.handle.net/10419/78914 Download aus dem Internet: Stand 12.08.2013 Volltext http://www.hampp-ejournals.de/hampp-verlag-services/get?file=/abo/2007/mrev/mrev_4_2007_Harry Verlag Volltext GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_187 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_267 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2035 GBV_ILN_2044 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2061 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2129 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2949 GBV_ILN_2950 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4320 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 zbwolc20140129 AR 18 2007 4 454-471 26 01 0206 1427697590 z1k 12-08-13 26 00 DE-206 56 Asian management 26 00 DE-206 56 diversity 26 00 DE-206 56 ethnocentric policies 26 00 DE-206 56 HRM 26 00 DE-206 56 resistence to globalization
spelling	10419/78914 hdl (DE-627)756720028 (DE-599)GBV756720028 DE-627 ger DE-627 rakwb eng Harry, Wes verfasserin aut Ethnocentric HRM policies in the Asia Pacific region an explanation of Host Country resistance Wes Harry; Chizu Nakajima 2007 graph. Darst. Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier This paper considers the impact of ethnocentric policies, using as an example diversity policies, created by Multinational Companies (MNCs), Non Government Organisations (NGOs) and international agencies then imposed on a host country and its population. Examples of practices in the Asian Pacific region illustrate how the experience of colonialisation, war and migration have major impact on perceptions of the Host Country governments and nationals The paper discusses possible reasons for Host Country Nationals (HCNs) to resist foreign, apparently, ethnocentric policies. The resistance is often based on the experience of being colonised or the fragile social cohesiveness by the host nations. The motives of the MNC are often perceived to be to weaken the host nation and its organisations so as to be able to dominate the local economy as part of globalisation, taking little, if any, account of local needs and sensitivities. The imposition of ethnocentric policies shows that the parent organisations are not MULTInational but SINGLEnational Companies. Systemvoraussetzung: Acrobat Reader. 1.1\x Management (DE-627)091376173 (DE-2867)12085-6 stw 1.2\x Diversity Management (DE-627)091355214 (DE-2867)21306-1 stw 1.3\x Personalmanagement (DE-627)091382866 (DE-2867)12567-2 stw 1.4\x Globalisierung (DE-627)091364108 (DE-2867)19071-3 stw 1.5\x Asiatisch-pazifischer Raum (DE-627)091348153 (DE-2867)19172-4 stw Nakajima, Chizu verfasserin aut In Management revue Baden-Baden : Nomos, 1990 18(2007), 4, Seite 454-471 Online-Ressource (DE-627)477529178 (DE-600)2173556-6 (DE-576)116226536 1861-9908 nnns volume:18 year:2007 number:4 pages:454-471 http://hdl.handle.net/10419/78914 Download aus dem Internet: Stand 12.08.2013 Volltext http://www.hampp-ejournals.de/hampp-verlag-services/get?file=/abo/2007/mrev/mrev_4_2007_Harry Verlag Volltext GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_187 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_267 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2035 GBV_ILN_2044 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2061 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2129 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2949 GBV_ILN_2950 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4320 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 zbwolc20140129 AR 18 2007 4 454-471 26 01 0206 1427697590 z1k 12-08-13 26 00 DE-206 56 Asian management 26 00 DE-206 56 diversity 26 00 DE-206 56 ethnocentric policies 26 00 DE-206 56 HRM 26 00 DE-206 56 resistence to globalization
allfields_unstemmed	10419/78914 hdl (DE-627)756720028 (DE-599)GBV756720028 DE-627 ger DE-627 rakwb eng Harry, Wes verfasserin aut Ethnocentric HRM policies in the Asia Pacific region an explanation of Host Country resistance Wes Harry; Chizu Nakajima 2007 graph. Darst. Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier This paper considers the impact of ethnocentric policies, using as an example diversity policies, created by Multinational Companies (MNCs), Non Government Organisations (NGOs) and international agencies then imposed on a host country and its population. Examples of practices in the Asian Pacific region illustrate how the experience of colonialisation, war and migration have major impact on perceptions of the Host Country governments and nationals The paper discusses possible reasons for Host Country Nationals (HCNs) to resist foreign, apparently, ethnocentric policies. The resistance is often based on the experience of being colonised or the fragile social cohesiveness by the host nations. The motives of the MNC are often perceived to be to weaken the host nation and its organisations so as to be able to dominate the local economy as part of globalisation, taking little, if any, account of local needs and sensitivities. The imposition of ethnocentric policies shows that the parent organisations are not MULTInational but SINGLEnational Companies. Systemvoraussetzung: Acrobat Reader. 1.1\x Management (DE-627)091376173 (DE-2867)12085-6 stw 1.2\x Diversity Management (DE-627)091355214 (DE-2867)21306-1 stw 1.3\x Personalmanagement (DE-627)091382866 (DE-2867)12567-2 stw 1.4\x Globalisierung (DE-627)091364108 (DE-2867)19071-3 stw 1.5\x Asiatisch-pazifischer Raum (DE-627)091348153 (DE-2867)19172-4 stw Nakajima, Chizu verfasserin aut In Management revue Baden-Baden : Nomos, 1990 18(2007), 4, Seite 454-471 Online-Ressource (DE-627)477529178 (DE-600)2173556-6 (DE-576)116226536 1861-9908 nnns volume:18 year:2007 number:4 pages:454-471 http://hdl.handle.net/10419/78914 Download aus dem Internet: Stand 12.08.2013 Volltext http://www.hampp-ejournals.de/hampp-verlag-services/get?file=/abo/2007/mrev/mrev_4_2007_Harry Verlag Volltext GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_187 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_267 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2035 GBV_ILN_2044 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2061 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2129 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2949 GBV_ILN_2950 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4320 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 zbwolc20140129 AR 18 2007 4 454-471 26 01 0206 1427697590 z1k 12-08-13 26 00 DE-206 56 Asian management 26 00 DE-206 56 diversity 26 00 DE-206 56 ethnocentric policies 26 00 DE-206 56 HRM 26 00 DE-206 56 resistence to globalization
allfieldsGer	10419/78914 hdl (DE-627)756720028 (DE-599)GBV756720028 DE-627 ger DE-627 rakwb eng Harry, Wes verfasserin aut Ethnocentric HRM policies in the Asia Pacific region an explanation of Host Country resistance Wes Harry; Chizu Nakajima 2007 graph. Darst. Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier This paper considers the impact of ethnocentric policies, using as an example diversity policies, created by Multinational Companies (MNCs), Non Government Organisations (NGOs) and international agencies then imposed on a host country and its population. Examples of practices in the Asian Pacific region illustrate how the experience of colonialisation, war and migration have major impact on perceptions of the Host Country governments and nationals The paper discusses possible reasons for Host Country Nationals (HCNs) to resist foreign, apparently, ethnocentric policies. The resistance is often based on the experience of being colonised or the fragile social cohesiveness by the host nations. The motives of the MNC are often perceived to be to weaken the host nation and its organisations so as to be able to dominate the local economy as part of globalisation, taking little, if any, account of local needs and sensitivities. The imposition of ethnocentric policies shows that the parent organisations are not MULTInational but SINGLEnational Companies. Systemvoraussetzung: Acrobat Reader. 1.1\x Management (DE-627)091376173 (DE-2867)12085-6 stw 1.2\x Diversity Management (DE-627)091355214 (DE-2867)21306-1 stw 1.3\x Personalmanagement (DE-627)091382866 (DE-2867)12567-2 stw 1.4\x Globalisierung (DE-627)091364108 (DE-2867)19071-3 stw 1.5\x Asiatisch-pazifischer Raum (DE-627)091348153 (DE-2867)19172-4 stw Nakajima, Chizu verfasserin aut In Management revue Baden-Baden : Nomos, 1990 18(2007), 4, Seite 454-471 Online-Ressource (DE-627)477529178 (DE-600)2173556-6 (DE-576)116226536 1861-9908 nnns volume:18 year:2007 number:4 pages:454-471 http://hdl.handle.net/10419/78914 Download aus dem Internet: Stand 12.08.2013 Volltext http://www.hampp-ejournals.de/hampp-verlag-services/get?file=/abo/2007/mrev/mrev_4_2007_Harry Verlag Volltext GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_187 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_267 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2035 GBV_ILN_2044 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2061 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2129 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2949 GBV_ILN_2950 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4320 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 zbwolc20140129 AR 18 2007 4 454-471 26 01 0206 1427697590 z1k 12-08-13 26 00 DE-206 56 Asian management 26 00 DE-206 56 diversity 26 00 DE-206 56 ethnocentric policies 26 00 DE-206 56 HRM 26 00 DE-206 56 resistence to globalization
allfieldsSound	10419/78914 hdl (DE-627)756720028 (DE-599)GBV756720028 DE-627 ger DE-627 rakwb eng Harry, Wes verfasserin aut Ethnocentric HRM policies in the Asia Pacific region an explanation of Host Country resistance Wes Harry; Chizu Nakajima 2007 graph. Darst. Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier This paper considers the impact of ethnocentric policies, using as an example diversity policies, created by Multinational Companies (MNCs), Non Government Organisations (NGOs) and international agencies then imposed on a host country and its population. Examples of practices in the Asian Pacific region illustrate how the experience of colonialisation, war and migration have major impact on perceptions of the Host Country governments and nationals The paper discusses possible reasons for Host Country Nationals (HCNs) to resist foreign, apparently, ethnocentric policies. The resistance is often based on the experience of being colonised or the fragile social cohesiveness by the host nations. The motives of the MNC are often perceived to be to weaken the host nation and its organisations so as to be able to dominate the local economy as part of globalisation, taking little, if any, account of local needs and sensitivities. The imposition of ethnocentric policies shows that the parent organisations are not MULTInational but SINGLEnational Companies. Systemvoraussetzung: Acrobat Reader. 1.1\x Management (DE-627)091376173 (DE-2867)12085-6 stw 1.2\x Diversity Management (DE-627)091355214 (DE-2867)21306-1 stw 1.3\x Personalmanagement (DE-627)091382866 (DE-2867)12567-2 stw 1.4\x Globalisierung (DE-627)091364108 (DE-2867)19071-3 stw 1.5\x Asiatisch-pazifischer Raum (DE-627)091348153 (DE-2867)19172-4 stw Nakajima, Chizu verfasserin aut In Management revue Baden-Baden : Nomos, 1990 18(2007), 4, Seite 454-471 Online-Ressource (DE-627)477529178 (DE-600)2173556-6 (DE-576)116226536 1861-9908 nnns volume:18 year:2007 number:4 pages:454-471 http://hdl.handle.net/10419/78914 Download aus dem Internet: Stand 12.08.2013 Volltext http://www.hampp-ejournals.de/hampp-verlag-services/get?file=/abo/2007/mrev/mrev_4_2007_Harry Verlag Volltext GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_100 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_187 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_267 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_602 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2035 GBV_ILN_2044 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2061 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2111 GBV_ILN_2129 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2949 GBV_ILN_2950 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4320 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 zbwolc20140129 AR 18 2007 4 454-471 26 01 0206 1427697590 z1k 12-08-13 26 00 DE-206 56 Asian management 26 00 DE-206 56 diversity 26 00 DE-206 56 ethnocentric policies 26 00 DE-206 56 HRM 26 00 DE-206 56 resistence to globalization
language	English
source	In Management revue 18(2007), 4, Seite 454-471 volume:18 year:2007 number:4 pages:454-471
sourceStr	In Management revue 18(2007), 4, Seite 454-471 volume:18 year:2007 number:4 pages:454-471
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topic_facet	Management Diversity Management Personalmanagement Globalisierung Asiatisch-pazifischer Raum
sw_local_iln_str_mv	26:Asian management DE-206:Asian management 26:diversity DE-206:diversity 26:ethnocentric policies DE-206:ethnocentric policies 26:HRM DE-206:HRM 26:resistence to globalization DE-206:resistence to globalization
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container_title	Management revue
authorswithroles_txt_mv	Harry, Wes @@aut@@ Nakajima, Chizu @@aut@@
publishDateDaySort_date	2007-01-01T00:00:00Z
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author	Harry, Wes
spellingShingle	Harry, Wes stw Management stw Diversity Management stw Personalmanagement stw Globalisierung stw Asiatisch-pazifischer Raum 26 Asian management 26 diversity 26 ethnocentric policies 26 HRM 26 resistence to globalization Ethnocentric HRM policies in the Asia Pacific region an explanation of Host Country resistance
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topic_title	26 00 DE-206 56 Asian management 26 00 DE-206 56 diversity 26 00 DE-206 56 ethnocentric policies 26 00 DE-206 56 HRM 26 00 DE-206 56 resistence to globalization Ethnocentric HRM policies in the Asia Pacific region an explanation of Host Country resistance Wes Harry; Chizu Nakajima 1.1\x Management (DE-627)091376173 (DE-2867)12085-6 stw 1.2\x Diversity Management (DE-627)091355214 (DE-2867)21306-1 stw 1.3\x Personalmanagement (DE-627)091382866 (DE-2867)12567-2 stw 1.4\x Globalisierung (DE-627)091364108 (DE-2867)19071-3 stw 1.5\x Asiatisch-pazifischer Raum (DE-627)091348153 (DE-2867)19172-4 stw
topic	stw Management stw Diversity Management stw Personalmanagement stw Globalisierung stw Asiatisch-pazifischer Raum 26 Asian management 26 diversity 26 ethnocentric policies 26 HRM 26 resistence to globalization
topic_unstemmed	stw Management stw Diversity Management stw Personalmanagement stw Globalisierung stw Asiatisch-pazifischer Raum 26 Asian management 26 diversity 26 ethnocentric policies 26 HRM 26 resistence to globalization
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title	Ethnocentric HRM policies in the Asia Pacific region an explanation of Host Country resistance
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title_full	Ethnocentric HRM policies in the Asia Pacific region an explanation of Host Country resistance Wes Harry; Chizu Nakajima
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title_sort	ethnocentric hrm policies in the asia pacific regionan explanation of host country resistance
title_auth	Ethnocentric HRM policies in the Asia Pacific region an explanation of Host Country resistance
abstract	This paper considers the impact of ethnocentric policies, using as an example diversity policies, created by Multinational Companies (MNCs), Non Government Organisations (NGOs) and international agencies then imposed on a host country and its population. Examples of practices in the Asian Pacific region illustrate how the experience of colonialisation, war and migration have major impact on perceptions of the Host Country governments and nationals The paper discusses possible reasons for Host Country Nationals (HCNs) to resist foreign, apparently, ethnocentric policies. The resistance is often based on the experience of being colonised or the fragile social cohesiveness by the host nations. The motives of the MNC are often perceived to be to weaken the host nation and its organisations so as to be able to dominate the local economy as part of globalisation, taking little, if any, account of local needs and sensitivities. The imposition of ethnocentric policies shows that the parent organisations are not MULTInational but SINGLEnational Companies.
abstractGer	This paper considers the impact of ethnocentric policies, using as an example diversity policies, created by Multinational Companies (MNCs), Non Government Organisations (NGOs) and international agencies then imposed on a host country and its population. Examples of practices in the Asian Pacific region illustrate how the experience of colonialisation, war and migration have major impact on perceptions of the Host Country governments and nationals The paper discusses possible reasons for Host Country Nationals (HCNs) to resist foreign, apparently, ethnocentric policies. The resistance is often based on the experience of being colonised or the fragile social cohesiveness by the host nations. The motives of the MNC are often perceived to be to weaken the host nation and its organisations so as to be able to dominate the local economy as part of globalisation, taking little, if any, account of local needs and sensitivities. The imposition of ethnocentric policies shows that the parent organisations are not MULTInational but SINGLEnational Companies.
abstract_unstemmed	This paper considers the impact of ethnocentric policies, using as an example diversity policies, created by Multinational Companies (MNCs), Non Government Organisations (NGOs) and international agencies then imposed on a host country and its population. Examples of practices in the Asian Pacific region illustrate how the experience of colonialisation, war and migration have major impact on perceptions of the Host Country governments and nationals The paper discusses possible reasons for Host Country Nationals (HCNs) to resist foreign, apparently, ethnocentric policies. The resistance is often based on the experience of being colonised or the fragile social cohesiveness by the host nations. The motives of the MNC are often perceived to be to weaken the host nation and its organisations so as to be able to dominate the local economy as part of globalisation, taking little, if any, account of local needs and sensitivities. The imposition of ethnocentric policies shows that the parent organisations are not MULTInational but SINGLEnational Companies.
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title_short	Ethnocentric HRM policies in the Asia Pacific region
url	http://hdl.handle.net/10419/78914 http://www.hampp-ejournals.de/hampp-verlag-services/get?file=/abo/2007/mrev/mrev_4_2007_Harry
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fullrecord_marcxml	<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01000caa a2200265 4500</leader><controlfield tag="001">756720028</controlfield><controlfield tag="003">DE-627</controlfield><controlfield tag="005">20220715154338.0</controlfield><controlfield tag="007">cr uuu---uuuuu</controlfield><controlfield tag="008">130812s2007 xx \|\|\|\|\|o 00\| \|\|eng c</controlfield><datafield tag="024" ind1="7" ind2=" "><subfield code="a">10419/78914</subfield><subfield code="2">hdl</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-627)756720028</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-599)GBV756720028</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-627</subfield><subfield code="b">ger</subfield><subfield code="c">DE-627</subfield><subfield code="e">rakwb</subfield></datafield><datafield tag="041" ind1=" " ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Harry, Wes</subfield><subfield code="e">verfasserin</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Ethnocentric HRM policies in the Asia Pacific region</subfield><subfield code="b">an explanation of Host Country resistance</subfield><subfield code="c">Wes Harry; Chizu Nakajima</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="c">2007</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="b">graph. Darst.</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">Text</subfield><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">Computermedien</subfield><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">Online-Ressource</subfield><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">This paper considers the impact of ethnocentric policies, using as an example diversity policies, created by Multinational Companies (MNCs), Non Government Organisations (NGOs) and international agencies then imposed on a host country and its population. Examples of practices in the Asian Pacific region illustrate how the experience of colonialisation, war and migration have major impact on perceptions of the Host Country governments and nationals The paper discusses possible reasons for Host Country Nationals (HCNs) to resist foreign, apparently, ethnocentric policies. The resistance is often based on the experience of being colonised or the fragile social cohesiveness by the host nations. The motives of the MNC are often perceived to be to weaken the host nation and its organisations so as to be able to dominate the local economy as part of globalisation, taking little, if any, account of local needs and sensitivities. 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Ethnocentric HRM policies in the Asia Pacific region : an explanation of Host Country resistance

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