Essays in the book focus on the Korean model of industrialization and internal internationalization, organizational capabilities and management roles, and disadvantages inherent in the model. The subjects covered include corporate catch-up strategies, foreign investment, and future possibilities.

During the 1990s the Korean economy was regarded as a possible "role model" to be followed by other newly industrializing economies, but the "Asian Crisis" of 1997 destroyed this image. Past practices, challenges and responses are explored in this collection by an international group of authors.

Essays in the book focus on the Korean model of industrialization and internal internationalization, organizational capabilities and management roles, and disadvantages inherent in the model. The subjects covered include corporate catch-up strategies, foreign investment, and future possibilities.

This text provides an analysis of the development experience of the five most advanced countries in East Asia: Japan, Taiwan, Korea, Singapore and Hong Kong. It reviews of the role of the state in industrial development in each of the countries, in general, as well as in selected industries.

In the era of economic stress and industry restructuring this book discusses the paradigm shift in both ER and HRM. Emphasizing the changing role of the state and labor, the recent erosion of the tradition system and search for a new mode of employment, the book provides policy implications that can stimulate constructive debates regarding the ’mutual-gains’ strategies for policy makers, management, and employees.

This book evaluates the evolution of 'Big Business in Asia', as we enter the new millennium. It focuses on recent issues affecting large corporations, both indigenous and foreign owned, such as multinational companies and international joint ventures, as well as on key events such as the Asian Crisis and its aftermath, China's entry into the WTO, the recent downturn in the world economy and the onset of SARS. A special issue of the journal Asia Pacific Business Review.

Explosive economic and social changes in the Asia Pacific region have meant that much of what we know about the area is outdated. This book addresses this and looks at the "human resource period" with detailed analysis, discussion and predictions for the future. Focusing on the areas of China, Hong Kong, Japan, Korea, the Philippines, Singapore, Taiwan and Thailand the book explores the reasons behind changes and whether they indicate movement of convergence or divergence, the key issues for management and the implications for theory development. This is the latest research available on this subject. A must for managers, researchers and those teaching undergraduate or postgraduate courses, as well as those interested in international business, sociology and employee relations.

The reform of Chinese management has been high on the PRC government's agenda. Since 1978, while China has been moving from a command economy to a socialist market economy, it has had to turn its economic cadres into managers as part of its "Four Modernizations" and "Open Door" reform policies. The contributors here examine in detail the "managerial revolution" now taking place in China. Special attention is given to ways in which the Dengist market-driven model has been introduced at macro- and then micro-enterprise level; the introduction of the "contract responsibility" system which has increased managers' autonomy in decision making; and the ways in which many of the old state "dinosaur" firms are being in effect "privatized", with enormous inplications for both managers and workers. The analysis centres on reform in the areas of HRM, joint-venture creation, managerial motivation, managing corporate networks and organizational learning.

Performance management is the process by which organizations set goals, determine standards, assign and evaluate work, and distribute rewards. But when you operate across different countries and continents, performance management strategies cannot be one dimensional. HR managers need systems that can be applied to a range of cultural values. This important and timely text offers a truly global perspective on performance management practices. Split into two parts, it illustrates the key themes of rater motivation, rater-ratee relationships and merit pay, and outlines a model for a global appraisal process. This model is then screened through a range of countries, including Germany, Japan, USA, Turkey, China, India and Mexico. Using case studies and discussion questions, and written by local experts, this text outlines the tools needed to understand and ‘measure’ performance in a range of socio-economic and cultural contexts. It is essential reading for students and practitioners alike working in human resources, international business and international management.

Drawing on contributions from nine prominent scholars, the book reflects on global aspects of research in work, employment, leadership, management, and business. It follows current trends in global business research and recommends directions for closing the gaps between theory and practice for the benefit of executives in multinational corporations, academics, and international transients. Work and employment remain important and a core part of life, giving not only a sense of purpose, routine and meaning, but also independence and the ability to connect and contribute to the lives of others and society. Leadership styles and management behaviors in earlier multi-country studies did not demonstrate significant associative patterns regarding interpersonal leadership in different countries, and the use of mainstream single-country leadership meta-categories was invalidated. Thus, future studies of leadership should focus on investigating interpersonal leadership across national borders in combination with contemporary trends such as distance leadership, global virtual teams, and intersectionality. As more and more people seek employment across borders, various types of sojourners, specifically millions of low status international workers, with some few exceptions, have largely been ignored by scholars who study international mobility. This failure adds to the research - practice gap between scholars who investigate, and the practitioners who manage, sojourners of all status levels. This book will appeal to scholars in leadership, management, international business, cultural studies and to practicing managers. The chapters in this book were originally published in International Studies of Management & Organization.