Yu Zheng (2012) Prolonged Selection or Extended Flexibility? A case study of Japanese Subsidiaries in China.
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In this paper, the author considers the role of actors in re-institutionalising employment practices at the subsidiary level. The findings lend support to the argument that actors have considerable space to navigate through institutions, creatively deploy agencies of institutions and manoeuvre employment practices. The research is based on intensive case studies at two Japanese-Chinese jointventure manufacturing companies. Both subsidiaries play low-cost production functions within the MNCs and develop a core-periphery division of the workforce to enforce labour cost control. However distinctive management choices exist at subsidiary level to manage the boundaries between the core and the peripheral groups of employees.
This is a version This version's date is: 05/2012 This item is not peer reviewed
https://repository.royalholloway.ac.uk/items/835844b8-dd0a-b735-347c-e206d4e09aef/1/
Deposited by Jo Barrs (UTTM209) on 01-Nov-2012 in Royal Holloway Research Online.Last modified on 01-Nov-2012