Institutionalization and Bargaining Power Explanations of HRM Practices in International Joint Ventures — The Case of Chinese-Western Joint Ventures
研究了63家中西合资企业中针对本地专业和管理层员工的人力资源管理实践，发现其更接近外方母公司而非本地企业，并用制度化理论和议价能力视角解释了这一现象。
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.