Participatory management and industrial relations climate : a study of Chinese, Japanese and US firms in Taiwan

Wei Ping WU, Yuan Duen LEE

Research output: Journal PublicationsJournal Article (refereed)

5 Citations (Scopus)

Abstract

This study examines the relationship between industrial relations climate and the employee attitudes towards participatory management in Chinese-, Japanese- and US-invested electronics firms in Taiwan. Among the findings, Chinese firms tended to have a higher level of participatory management and more effective participatory management than US-invested firms in Taiwan. It was also confirmed that the harmony and openness aspects of industrial relations climate had a positive and significant correlation with the effectiveness of participatory management, including the personnel, operational and social matters. It was concluded that multinational corporations (MNCs) which need centralized control of their overseas operations will be less willing to encourage participatory management in their local operations. Finally, it was revealed that the effectiveness rather than the level of participatory management could better predict industrial relations climate.
Original languageEnglish
Pages (from-to)827-844
Number of pages18
JournalInternational Journal of Human Resource Management
Volume12
Issue number5
DOIs
Publication statusPublished - 1 Jan 2001

Fingerprint

Industrial relations
Personnel
Taiwan
Participatory management
Climate
Electronic equipment

Keywords

  • Industrial relations climate
  • Internalization
  • MNCs
  • Participatory management
  • Taiwan

Cite this

@article{bc2d4149812d413cbffd4b8aa1e89ab2,
title = "Participatory management and industrial relations climate : a study of Chinese, Japanese and US firms in Taiwan",
abstract = "This study examines the relationship between industrial relations climate and the employee attitudes towards participatory management in Chinese-, Japanese- and US-invested electronics firms in Taiwan. Among the findings, Chinese firms tended to have a higher level of participatory management and more effective participatory management than US-invested firms in Taiwan. It was also confirmed that the harmony and openness aspects of industrial relations climate had a positive and significant correlation with the effectiveness of participatory management, including the personnel, operational and social matters. It was concluded that multinational corporations (MNCs) which need centralized control of their overseas operations will be less willing to encourage participatory management in their local operations. Finally, it was revealed that the effectiveness rather than the level of participatory management could better predict industrial relations climate.",
keywords = "Industrial relations climate, Internalization, MNCs, Participatory management, Taiwan",
author = "WU, {Wei Ping} and LEE, {Yuan Duen}",
year = "2001",
month = "1",
day = "1",
doi = "10.1080/09585190110047857",
language = "English",
volume = "12",
pages = "827--844",
journal = "International Journal of Human Resource Management",
issn = "0958-5192",
publisher = "Routledge",
number = "5",

}

Participatory management and industrial relations climate : a study of Chinese, Japanese and US firms in Taiwan. / WU, Wei Ping; LEE, Yuan Duen.

In: International Journal of Human Resource Management, Vol. 12, No. 5, 01.01.2001, p. 827-844.

Research output: Journal PublicationsJournal Article (refereed)

TY - JOUR

T1 - Participatory management and industrial relations climate : a study of Chinese, Japanese and US firms in Taiwan

AU - WU, Wei Ping

AU - LEE, Yuan Duen

PY - 2001/1/1

Y1 - 2001/1/1

N2 - This study examines the relationship between industrial relations climate and the employee attitudes towards participatory management in Chinese-, Japanese- and US-invested electronics firms in Taiwan. Among the findings, Chinese firms tended to have a higher level of participatory management and more effective participatory management than US-invested firms in Taiwan. It was also confirmed that the harmony and openness aspects of industrial relations climate had a positive and significant correlation with the effectiveness of participatory management, including the personnel, operational and social matters. It was concluded that multinational corporations (MNCs) which need centralized control of their overseas operations will be less willing to encourage participatory management in their local operations. Finally, it was revealed that the effectiveness rather than the level of participatory management could better predict industrial relations climate.

AB - This study examines the relationship between industrial relations climate and the employee attitudes towards participatory management in Chinese-, Japanese- and US-invested electronics firms in Taiwan. Among the findings, Chinese firms tended to have a higher level of participatory management and more effective participatory management than US-invested firms in Taiwan. It was also confirmed that the harmony and openness aspects of industrial relations climate had a positive and significant correlation with the effectiveness of participatory management, including the personnel, operational and social matters. It was concluded that multinational corporations (MNCs) which need centralized control of their overseas operations will be less willing to encourage participatory management in their local operations. Finally, it was revealed that the effectiveness rather than the level of participatory management could better predict industrial relations climate.

KW - Industrial relations climate

KW - Internalization

KW - MNCs

KW - Participatory management

KW - Taiwan

UR - http://commons.ln.edu.hk/sw_master/6869

U2 - 10.1080/09585190110047857

DO - 10.1080/09585190110047857

M3 - Journal Article (refereed)

VL - 12

SP - 827

EP - 844

JO - International Journal of Human Resource Management

JF - International Journal of Human Resource Management

SN - 0958-5192

IS - 5

ER -