International Human Resource Strategy and Its Determinants: The Case of Subsidiaries in Taiwan

摘要: This paper explores how the tension between global integration and local responsiveness affects dimensions determinants of international human resource (IHR) strategy. To accomplish this, Jarillo Martinez's [1990] business strategy framework for parents their subsidiaries was recast in an IHR setting. Then, relationships two that emerged, responsiveness, a set interorganizational interdependency variables were explored. Several new informative associations (subsidiaries' dependence on parent's resources, hot institutions) observed sample one hundred Japanese, U.S. European MNCs operating Taiwan.