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| 論文名稱 | Development of Institutional Downsizing Theory: Evidence from the MNC Downsizing Strategy and HRM Practices in Taiwan |
| 發表日期 | 2013-06-30 |
| 論文收錄分類 | SSCI |
| 所有作者 | Philip C. F. Tsai, & Y. F. Yen |
| 作者順序 | 第一作者 |
| 通訊作者 | 否 |
| 刊物名稱 | Total Quality management & Business Excellence |
| 發表卷數 | |
| 是否具有審稿制度 | 是 |
| 發表期數 | 26(3-4):248-262 |
| 期刊或學報出版地國別/地區 | NATGBR-英國 |
| 發表年份 | 2013 |
| 發表月份 | 6 |
| 發表形式 | 電子期刊 |
| 所屬計劃案 | (NSC 96-2416-H-160-001-MY3 |
| 可公開文檔 |
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| 可公開文檔 |
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| 可公開文檔 |
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| 附件 |
●institutional downsizing_TQMBE_online.pdf
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[英文摘要] :
Although downsizing is one of the most essential strategies of a firm, its effectiveness
has been controversial. Institutional downsizing theory asserts that institutional factors
influence the motivation of firms to adopt organisational downsizing as a common
strategy. Institutional factors not only lead the internal motivation for downsizing,
but also influence external downsizing actions. To develop institutional downsizing
theory further, this study empirically examines whether the theory applies to the
responsible downsizing strategy of multinational corporations (MNCs) and human
resource management (HRM) practices to enhance intellectual capital. This study
investigated 224 firms in Taiwan, including local firms and MNC subsidiaries from
different countries, as the sample to examine this research question. The results revealed a high degree of isomorphism in actual downsizing strategy and HRM
practices among these firms. However, universal value is a vital institutional force
not discussed in the literature. The findings of this study support and extend
institutional downsizing theory and imply the downsizing strategies of MNCs and
HRM practices. However, the research background of this study is only in Taiwan;this may limit the generalisation capability of the findings to other contexts and
cultures
