TY  - JOUR
AB  - Examines human resource management (HRM) for successful Australian‐Malaysian joint ventures (JVs), on the basis of survey data and case studies. The findings suggest that each phase of JV development had its own pattern of HR practices. Three phases of development were distinguished – initiation, transitional, and maturational. The first phase involved selecting, recruiting and training a skilled workforce and formulating rudimentary human resource policies. Cultural differences were most marked in this phase. The second phase, after three years of operation, involved evolution of human resource policies better suited to local conditions, and more polycentric management staffing. The final phase, after six years of operation, saw the development of a distinctive human resources system, and the minimisation of cultural differences as an operational issue. In this phase there was also a move to more geocentric management staffing. Other HR issues discussed are changing roles and relationships between JV partners in the different phases of development, and factors for JV success in the context of Australian‐Malaysian JVs.
VL  - 27
IS  - 5
SN  - 0309-0590
DO  - 10.1108/03090590310469623
UR  - https://doi.org/10.1108/03090590310469623
AU  - Cheah‐Liaw Gladys
AU  - Petzall Stanley
AU  - Selvarajah Chris
PY  - 2003
Y1  - 2003/01/01
TI  - The role of human resource management (HRM) in Australian‐Malaysian joint ventures
T2  - Journal of European Industrial Training
PB  - MCB UP Ltd
SP  - 244
EP  - 262
Y2  - 2024/04/25
ER  -