1. bookVolume 55 (2022): Issue 1 (February 2022)
Journal Details
License
Format
Journal
eISSN
1581-1832
First Published
17 Oct 2008
Publication timeframe
4 times per year
Languages
English
access type Open Access

The Adoption and Implementation of High-Performance Work System in Subsidiaries of Japanese Multinational Companies in Vietnam: a Qualitative Study

Published Online: 08 Mar 2022
Volume & Issue: Volume 55 (2022) - Issue 1 (February 2022)
Page range: 35 - 49
Received: 15 Aug 2021
Accepted: 17 Jan 2022
Journal Details
License
Format
Journal
eISSN
1581-1832
First Published
17 Oct 2008
Publication timeframe
4 times per year
Languages
English
Abstract

Background and purpose: Managing human resource in foreign subsidiaries of Multinational Companies (MNCs) has been a challenging task due to the cultural diversity. High Performance Work System (HPWS) has been adopted by headquarters of MNCs in their subsidiaries as a form of control. The current research aims to explore the adoption and implementation of HPWS in subsidiaries of Japanese MNCs in Vietnam.

Design/Methodology/Approach: A qualitative research design was conducted with data collected from semi-structured in-depth interviews with 33 managers working in 11 subsidiaries of Japanese MNC in Vietnam. Content analysis was used to analyze the data.

Results: The results suggested that although HPWS was not fully implemented in these establishments, ability enhancing, motivation enhancing and opportunity enhancing bundle of HPWS were adopted to a varying extent. In addition, HPWS was adopted as a reactive response rather than a strategic choice. Finally, cost-benefit consideration may provide explanation for the non-systematic implementation of HPWS in affiliations of Japanese MNCs in Vietnam.

Conclusion: The research provides some evidences to support the best-fit approach to HPWS adoption and implementation. Although HPWS has the potential to improve organizational performance, it must be internally aligned with the context of the organization.

Keywords

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