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Dear List Manager-

Kindly arrange to post the following call for papers for JABS titled
'National Business Systems in Asian countries: Impact on HR, ER and OB;,
detailed below.

Regards

-Dr Vijay Pereira
Senior Lecturer (International and Strategic HRM)
Leader in Knowledge Services in the area of Human Capital Development
Organisation Studies and HRM group
Portsmouth Business School,
University of Portsmouth, UK
http://www.port.ac.uk/organisation-studies-and-human-resource-management/staff/vijay-pereira.html

Area/Associate Editor (OB/HRM) Journal of Asia Business Studies (JABS)
http://emeraldgrouppublishing.com/products/journals/editorial_team.htm?id=jabs

------------------------------------------------------------------------------------------------------------

Dear Colleagues-

Please see special issue call for papers that I am editing in the Journal
of Asia Business Studies (JABS) (link below). Please pass it on to
colleagues that may be interested.

The title is-
'
National Business Systems in Asian countries: Impact on Human Resource
Management, Employment Relations Practices and Organisation Behaviour'

http://emeraldgrouppublishing.com/products/journals/call_for_papers.htm?id=5850

National Business Systems in Asian countries: Impact on Human Resource
Management, Employment Relations Practices and Organisation Behaviour
------------------------------

Special issue call for papers from Journal of Asia Business Studies

*Guest Editors*
Dr Vijay Pereira
Dr Ashish Malik
Prof Fabian Jintae Froese
*Supervising Editor*
Prof Hemant Merchant

*National Business Systems in Asian countries: Impact on Human Resource
Management, Employment Relations Practices and Organisation Behaviour*

Each country possesses certain unique institutional and cultural
attributes when it comes to its national business systems (NBSs) i.e. how
and why it conducts business in a particular way. Though some work has been
done in this area (see for e.g. Whitley, 1999; Rees & Edwards, 2009), it is
mostly in the Western and/or developed economy context. There is a glaring
gap in research on Asian and developing country NBSs (see arguments made by
Carney et al., 2009). This proposed special issue aims to contribute to the
literature on NBS in Asian countries and its impact on human resource
management, employment relations practices and organisation behaviour. In
particular, the research on NBS, which uses socio-political, economic and
cultural theoretical lenses, can be developed further in terms of the
organisational and group level decisions that affect the shaping of human
resource management, employment relations practices and organisation
behaviour.

In doing so, the three objectives of this special issue are *first*, to
identify unique NBS in Asian countries; *second*, to develop comparative
analysis and contrast these NBSs to Western and developed countries; and
*third*, to examine the context-specific effects of Asian NBSs on human
resource management, employment relations practices and organisation
behaviour in these countries.

Although the globalisation thesis, of convergence and divergence, claims to
explain the differences in multinational corporations (MNCs) human resource
management (HRM) practices in host country locations (Edwards & Rees,
2009), there are other analytical frameworks such as cultural factors,
institutional and varieties of capitalism (VoC) approaches. Varieties of
capitalism approaches such as the Anglo-Saxon, Asian, and Mediterranean
varieties of capitalism for e.g. significantly influence the strategic
choices firms make in their resourcing decisions. Differences in these
macro-economic characteristics and varieties of capitalism form the basis
for divergence in design and implementation of international HRM practices
(Carney et al., 2009; Hall and Soskice 2001).

One way to understand the variety of capitalism classification is to look
at nation states as the *laissez-faire* state; the *social state*; and
the *developmental
state* (see Hyman 2008). *Laissez-faire* states include states that are
commonly found in the liberal market economies (LME) discussed in the VoC
literature (Hall and Soskice 2001), such as those of the UK, the US and
other Anglo-phone states. The *social state* in contrast, mainly includes
West European countries. In Asia, countries following this model include
Japan, South Korea, Singapore and Taiwan (Hyman 2008; Weiss 2010). This is
similar to the governed market economies (GME) in the VoC literature (Hall
and Soskice 2001). The third classification Hyman (2008) makes is that of
the *developmental state*, where nation states that have developed modern
market economies more recently, the relations between the state and the
market have followed different positions. From an Asian perspective Farnham
(2014) suggests that a distinctive model of the developmental state is
found in China.

The widespread proliferation of research on the impact of NBS has led to
the development of robust analytical lenses as well as critiques of, for
example, culture theories (see for e.g. Child, 2002; Pereira and Malik,
2013), convergence-divergence-crossvergence theories (see explanations by
Froese, 2013; Ralston 2008), institutional theories and the application of
varieties of capitalism approaches (Hall & Soskice, 2001; Björkman et al.,
2007) to under researched contexts such as emerging Asian economies (Carney
et al., 2009). Further, although the above approaches have offered rigorous
analytical frameworks for conducting empirical studies in international and
comparative employment relations and organisation behaviour, one of the
common criticisms surrounds its use of either cultural or institutional
lenses. Edwards and Rees (2009) suggest there is merit in adopting a
‘holistic’ approach and analysing the interactions between various levels
because it allows for simultaneously exploring macro, meso, and micro level
influences through the NBS approach. Adopting a holistic approach is likely
to offer much more profound predictions of insights into the differences in
HRM practices of MNCs (Whitely, 1999). Further, it would also add value to
the areas of employment relations and organisation behaviour. In a bid to
integrate these related and valuable perspectives of global versus national
and culture versus institutional frames, the goal is to spur additional
theoretical and empirical research on the topic of Whitley’s (1999)
conceptualisation of a NBS approach as a useful framework for analysing the
differences that are embedded in social and institutional contexts. Yet,
there is little empirical and conceptual work available in the context of
Asian countries and emerging markets.

This special issue invites contributions about Asian countries explaining
how their unique NBS shape the nature, extent, and consequences of HRM,
employment relations and organisation behaviour of domestic firms and
foreign subsidiaries in these countries. In terms of methodology, we
welcome conceptual, qualitative and quantitative contributions that further
our understanding of the influence of NBS on HRM practices, employment
relations, and organisation behaviour in Asian countries. To this end our
call encourages submissions that address (but is not limited to) research
questions that have a focus on a ‘within-Asia’ and ‘across-Asia’ impacts of
NBS. The following is an indicative list of research questions:

•To what extent are HR practices, employment relations and organisation
behaviour of Asian firms similar or different from those of industrialised
countries, and/or developing countries?
•What are the “within-Asia” differences in Asian countries’ macro-economic
characteristics that form the basis for divergence in the design and
implementation of international HRM practices?
•How, and to what extent do National Business Systems in Asian countries
influence HR management, employment relations and organisation behaviour
styles in these country multinationals (MNCs)?
•Is the conceptualisation of adopting a National Business Systems a useful
approach for analysing the HRM, employment relations and organisation
behaviour differences that are embedded in Asian countries social and
institutional contexts? If yes, how, why, and when (i.e. under what
conditions)?
•To what extent can Asian countries’ unique national business systems shape
the nature and extent of HRM, employment relations and organisation
behaviour practices in emerging market subsidiaries as well as MNC’s
subsidiaries operating in these countries?
•In the context of Asia, how and why do foreign MNCs adapt/impose HR,
employment relations and organisation behaviour practices?
•How do MNCs work with Asian employees and adjust to an Asian NBS?

Please submit your articles before* 31 July 2015* using the journal’s
online submission and review system, ScholarOne:
http://mc.manuscriptcentral.com/jnlabs.

Do check the JABS author guidelines
<http://emeraldgrouppublishing.com/products/journals/author_guidelines.htm?id=jabs>
before
submitting your work. All papers will go though double blind peer review
using two reviewers. Articles will be sent for review within a week
following submission.
For enquiries, please contact the corresponding guest editor, Dr Vijay
Pereira at [log in to unmask]

*References*

Björkman, I., Fey, C. F. and Park, H. J. (2007). Institutional theory and
MNC subsidiary HRM practices: evidence from a three-country study, *Journal
of International Business Studies*, 38, 430-446.

Carney, M., Gedajlovic, E., & Yang, X. (2009). Varieties of Asian
capitalism: Toward an institutional theory of Asian enterprise. *Asia
Pacific Journal of Management*, 26(3), 361-380.

Child, J. (2002). Theorizing about organization cross-nationally: Part 1-
An introduction. In M. Warner and P. Joynt (eds) *Managing Across Cultures:
Issues and perspectives*, London: Thompson.

Edwards, T., Rees, C., (2009) *International Human Resource Management:
Globalisation, National Systems & Multinational Companies*, Pearson,
Prentice Hall: Edinburgh, UK.

Farnham, D. (2014, forthcoming). "The changing faces of employment
relations: global, comparative and theoretical perspectives", In *Management,
Work and Organisation* series, edited by Burrell, Marchington and Thompson,
Palgrave-Macmillan.

Froese, F. J. (2013). Work values of the new generation of business leaders
in Shanghai, Tokyo and Seoul. *Asia Pacific Journal of Management*, 30,
297-315.

Hall P., D. Soskice. (2001). ‘An introduction to varieties of capitalism’,
ch.1 (1-68) in P. Hall and D. Soskice (eds.), *Varieties of Capitalism:
Institutional Foundations of Comparative Advantage*. Oxford: Oxford
University Press.

Hyman, R. (2008). The state in industrial relations. In: Blyton, P., Bacon,
N., Fiorito, J. and Heery, E., (eds.) The Sage handbook of industrial
relations. SAGE Publications.

Pereira, V and Malik, A. (2013) East is East? Understanding aspects of
Indian culture(s) within organisations: a special issue call for papers on
Culture and Organization Volume 21, issue 5 (2015). Culture and
Organization, 19 (5). pp. 1-19.

Ralston, D. A. (2008). The crossvergence perspective: Reflections and
projections. *Journal of International Business Studies*, 39(1), 27-40.

Weiss, L. (2010). The State in the Economy: Neoliberal or Neoactivist? In G
Morgan, J Campbell, C Crouch, O K Pedersen, R Whitely (Eds.), *The Oxford
Handbook of Comparative Institutional Analysis*, (pp. 183-209). Oxford,
United Kingdom: Oxford University Press.

Whitley, R. (1999). *Divergent capitalisms: The social structuring and
change of business systems*, Oxford: Oxford University Press.

- See more at:
http://emeraldgrouppublishing.com/products/journals/call_for_papers.htm?id=5850#sthash.L2Owy2qP.dpuf

Kind regards

Area/Associate Editor (OB/HRM) Journal of Asia Business Studies (JABS)
http://emeraldgrouppublishing.com/products/journals/editorial_team.htm?id=jabs

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