لینک کردن استراتژی بین المللی اثر انطباق مهاجرت و عملکرد:سناریو بازار متقابل خانه و میزبان

Previous studies suggest that a proper fit between business strategy and human resource management can enhance a firm's financial performance. Building on prior findings, this study proposes that an ideal match could occur on the choice of international adaptation strategy and immigrant effect (IE). This match would have a significant effect on firms’ financial performance. The proposed framework is examined using the experience of 121 firms operating across the Greater China region in the home–host and cross-market scenarios. It is found that the extent of adaptation strategy is positively associated with the choice of IE in both home–host and cross-market scenarios and that IE has significant direct and indirect effects on market share and profitability in the cross-market scenario. This study proposes a new strategy–human resource management-performance framework. The findings established provide some implications for researchers and managers.

In today's business management environment, there is no shortage of tools for formulating a business strategy (Hambrick & Cannella, 1989). A major challenge facing multinational corporations (MNCs) is how to convert a well-planned strategy into business success. Strategy implementation plays a key role in this process (Crittenden and Crittenden, 2008, Gupta and Govindarajan, 1984 and Hambrick and Cannella, 1989). Specifically, human resource management practices can be a critical factor in strategy implementation (Bird and Beechler, 1995, Edstrom and Lorange, 1984, Gupta and Govindarajan, 1984 and Hambrick and Cannella, 1989). The characteristics of the managers in charge of a strategy implementation have been linked to the success of the implementation task (Gupta and Govindarajan, 1984, Schuler, 1987 and Schuler and Jackson, 1987). This stream of research suggests that human capital needs to be allocated carefully.

By focusing on the relation of adaptation–IE–performance, the findings of this study point out two directions for future research. First, future studies may seek to confirm the findings established here, as well as those of other related studies (Bird and Beechler, 1995, Douglas and Craig, 1983 and Szymanski et al., 1993a), through a study of core employees with other key characteristics (Lopez-Cabrales et al., 2006). It is possible that a proper match between strategy and human resource management might also exist in other combinations. One possible choice is the expatriate who has worked in two, or more, host markets. It would be useful to examine how their experience and knowledge about one host market has been utilised in the firm's operations in another host market ( Enderwick, 2011). It will also be particularly important to determine if the match between this group of employees and a business strategy would enhance a firm's performance in the home–host and cross-market scenarios. Second, future research could consider other relative financial performance measures based on making a comparison to a firm's competitors (e.g., employment growth, innovation in products and services, quality of products and services, and cost control; see Stam & Elfring, 2008). By extending the analysis to include these items, the effectiveness of the match of strategy–human resource management on financial performance might be better judged, and more complete.