An Assessment of Organisational Change through International Human Resource Management Practices in Chinese Multinational Corporations (MNCs) in AfricaCitation formats

Standard

An Assessment of Organisational Change through International Human Resource Management Practices in Chinese Multinational Corporations (MNCs) in Africa. / Feng, Lujia.

The 11th Colloquium on Organisational Change & Development Change Management. EIASM, 2016.

Research output: Chapter in Book/Report/Conference proceedingConference contributionpeer-review

Harvard

Feng, L 2016, An Assessment of Organisational Change through International Human Resource Management Practices in Chinese Multinational Corporations (MNCs) in Africa. in The 11th Colloquium on Organisational Change & Development Change Management. EIASM, The 11th Colloquium on Organisational Change & Development Change Management, Vienna, Austria, 9/09/16.

APA

Feng, L. (Accepted/In press). An Assessment of Organisational Change through International Human Resource Management Practices in Chinese Multinational Corporations (MNCs) in Africa. In The 11th Colloquium on Organisational Change & Development Change Management EIASM.

Vancouver

Author

Bibtex

@inproceedings{695d32d9700348d49a93adc400916128,
title = "An Assessment of Organisational Change through International Human Resource Management Practices in Chinese Multinational Corporations (MNCs) in Africa",
abstract = "This article draws attention to the nature and strategies of organisational change through International Human Resource Management (IHRM) in Chinese Multinational Corporations (MNCs) from their headquarters to African subsidiaries, specifically the agents as change generators, change implementers and change adopters. It begins with a review of the literature on change management through IHRM in Chinese MNCs in Africa. And then based on cross-level and in-depth data, it focuses on one Chinese MNC in the telecommunication sector, Huawei, to analyze its strategies for managing change and the agents that influence the organisational change from its headquarter in Shenzhen, China to its subsidiary in Accra, Ghana. It examines the transferability of an organisational change model through IHRM in the western contexts from China to Africa with adaptation of unique Chinese characteristics and under African conditions. This research provides theoretical foundation to both academics and practitioners on the nature, strategies and change agents through IHRM practices in Chinese MNCs when they are transferred into different contexts, especially in Africa.",
author = "Lujia Feng",
year = "2016",
month = aug,
day = "29",
language = "English",
booktitle = "The 11th Colloquium on Organisational Change & Development Change Management",
publisher = "EIASM",
address = "Belgium",
note = "The 11th Colloquium on Organisational Change & Development Change Management : Change Agents ; Conference date: 09-09-2016 Through 10-09-2016",

}

RIS

TY - GEN

T1 - An Assessment of Organisational Change through International Human Resource Management Practices in Chinese Multinational Corporations (MNCs) in Africa

AU - Feng, Lujia

PY - 2016/8/29

Y1 - 2016/8/29

N2 - This article draws attention to the nature and strategies of organisational change through International Human Resource Management (IHRM) in Chinese Multinational Corporations (MNCs) from their headquarters to African subsidiaries, specifically the agents as change generators, change implementers and change adopters. It begins with a review of the literature on change management through IHRM in Chinese MNCs in Africa. And then based on cross-level and in-depth data, it focuses on one Chinese MNC in the telecommunication sector, Huawei, to analyze its strategies for managing change and the agents that influence the organisational change from its headquarter in Shenzhen, China to its subsidiary in Accra, Ghana. It examines the transferability of an organisational change model through IHRM in the western contexts from China to Africa with adaptation of unique Chinese characteristics and under African conditions. This research provides theoretical foundation to both academics and practitioners on the nature, strategies and change agents through IHRM practices in Chinese MNCs when they are transferred into different contexts, especially in Africa.

AB - This article draws attention to the nature and strategies of organisational change through International Human Resource Management (IHRM) in Chinese Multinational Corporations (MNCs) from their headquarters to African subsidiaries, specifically the agents as change generators, change implementers and change adopters. It begins with a review of the literature on change management through IHRM in Chinese MNCs in Africa. And then based on cross-level and in-depth data, it focuses on one Chinese MNC in the telecommunication sector, Huawei, to analyze its strategies for managing change and the agents that influence the organisational change from its headquarter in Shenzhen, China to its subsidiary in Accra, Ghana. It examines the transferability of an organisational change model through IHRM in the western contexts from China to Africa with adaptation of unique Chinese characteristics and under African conditions. This research provides theoretical foundation to both academics and practitioners on the nature, strategies and change agents through IHRM practices in Chinese MNCs when they are transferred into different contexts, especially in Africa.

M3 - Conference contribution

BT - The 11th Colloquium on Organisational Change & Development Change Management

PB - EIASM

T2 - The 11th Colloquium on Organisational Change & Development Change Management

Y2 - 9 September 2016 through 10 September 2016

ER -