The human resource management (HRM) practices associated with local professionals and managerial-level employees in international joint ventures are analyzed in a study of 63 Chinese-Western joint ventures. Over all, the HRM practices more closely resemble those of the foreign parent company, than those of local companies. Institutionalization theory as well as the bargaining power perspective were instrumental in explaining the degree to which the HRM practices in the joint ventures were similar to those of the foreign parent company.
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