Access

You are not currently logged in.

Access your personal account or get JSTOR access through your library or other institution:

login

Log in to your personal account or through your institution.

If You Use a Screen Reader

This content is available through Read Online (Free) program, which relies on page scans. Since scans are not currently available to screen readers, please contact JSTOR User Support for access. We'll provide a PDF copy for your screen reader.

Ethnocentric HRM Policies in the Asia Pacific Region: An Explanation of Host Country Resistance

Wes Harry and Chizu Nakajima
Management Revue
Vol. 18, No. 4, Special Issue: HRM in Asia Pacific (2007), pp. 454-471
Published by: Rainer Hampp Verlag
Stable URL: http://www.jstor.org/stable/41791364
Page Count: 18
  • Read Online (Free)
  • Download ($19.00)
  • Subscribe ($19.50)
  • Cite this Item
Since scans are not currently available to screen readers, please contact JSTOR User Support for access. We'll provide a PDF copy for your screen reader.
Ethnocentric HRM Policies in the Asia Pacific Region: An Explanation of Host Country Resistance
Preview not available

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.

Page Thumbnails

  • Thumbnail: Page 
[454]
    [454]
  • Thumbnail: Page 
455
    455
  • Thumbnail: Page 
456
    456
  • Thumbnail: Page 
457
    457
  • Thumbnail: Page 
458
    458
  • Thumbnail: Page 
459
    459
  • Thumbnail: Page 
460
    460
  • Thumbnail: Page 
461
    461
  • Thumbnail: Page 
462
    462
  • Thumbnail: Page 
463
    463
  • Thumbnail: Page 
464
    464
  • Thumbnail: Page 
465
    465
  • Thumbnail: Page 
466
    466
  • Thumbnail: Page 
467
    467
  • Thumbnail: Page 
468
    468
  • Thumbnail: Page 
469
    469
  • Thumbnail: Page 
470
    470
  • Thumbnail: Page 
471
    471