Northumbria University Newcastle upon Tyne UK

Newcastle University Newcastle upon Tyne UK

University of Goettingen Goettingen Germany

Yonsei University Seoul South Korea

Kyoto University Kyoto Japan

由于外派任务的高成本和战略重要性，外派绩效管理 (EPM) 在跨国企业 (MNE) 中发挥着越来越重要的作用。然而，EPM的研究还处于起步阶段。借鉴国际人力资源管理中的趋同/分歧辩论，本研究调查并比较了来自三个不同国家集群的跨国企业的 EPM 战略和实践，以更好地了解 EPM 实践是趋同、发散还是交叉（即，显示两者的各个方面） ）。对 132 家盎格鲁-撒克逊、日耳曼和日本跨国公司的调查结果揭示了 EPM 战略层面的显着差异（分歧），因此日本跨国公司倾向于追求更加以种族为中心的人员配置策略，并设计专门为外派人员量身定制的 EPM 系统。在实践层面，我们发现日本与盎格鲁撒克逊和日耳曼跨国公司之间的共性和差异，指向交叉收敛。讨论了我们的结果的理论和实践意义。 Due to the high costs and strategic importance of expatriate assignments, expatriate performance management (EPM) plays an increasingly important role for multinational enterprises (MNEs). However, research on EPM is still in its infancy. Drawing from the convergence/divergence debate in international human resource management, this study investigates and compares EPM strategies and practices across MNEs from three different country clusters to better understand whether EPM practices tend to converge, diverge, or crossverge (i.e., show aspects of both). Results from surveying 132 Anglo-Saxon, Germanic, and Japanese MNEs reveal prominent differences (divergence) at the EPM strategic level such that Japanese MNEs tend to pursue more ethnocentric staffing strategies and design EPM systems specifically tailored to expatriates. On the practice level, we found both commonalities and differences between Japanese and Anglo-Saxon and Germanic MNEs, pointing toward crossvergence. Theoretical and practical implications of our results are discussed.