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CALL FOR PAPERS The International Journal of Human Resource Management Special issue on ‘IHRM implications of the internationalization of Chinese banking and financial institutions’ Extended submission deadline: 31st July 2016 Guest Editors Jian-Min Sun (a), Fei Guo (b), Robert Jack (b) and Yimin Huang (b) (a) School of Labour and Human Resources, Renmin University, P.R. China; (b) Department of Marketing and Management, Conveners - China Business Research Network (CBRN), Macquarie University, Australia Rationale for this special issue Despite their latecomer status to international expansion, a significant amount of research has already been published into many aspects of Chinese firm internationalization (see Boisot & Meyer, 2008; Child & Rodrigues, 2005; Cui, Jiang, & Stening, 2011; Deng, 2012; Fan, Zhu, & Nyland, 2012; Schüler-Zhou & Schüller, 2009; Yang, Jiang, Kang, & Ke, 2009). Specifically, this includes their motives to internationalize, their entry mode choices and their performance in international markets. Although this research is extensive, it remains predominantly grounded in an analysis of China’s manufacturing firms. Studies of Chinese firms across different industry sectors, and their human resource management (HRM), remain limited (Cooke, 2014). Indeed firms from its service sectors, although at times featured as part of a broad database of firms for survey or multiple case study analysis, have rarely been the focus of individual studies in the management field, especially human resource management. This is significant as the growth in China’s outward foreign direct investment impacts on other sectors. The client-following strategy implies that a firm is part of an international network of exchange (Majkgård & Sharma, 1998; Nigh, Cho, & Krishnan, 1986: Weinstein, 1977). Client following firms operate in a network in which their exchange partners operate internationally. These partners both help and pressure the other members in the network into going international. In common with this approach to service firm internationalization, Chinese banks and financial institutions internationalize with the aim of providing a financial support network for other Chinese businesses as they themselves expand into international markets. Internationalization within the financial services sector is a multifaceted phenomenon, associated with both market opportunities and challenges as banks align internal changes in operations and assets with an international strategy (Li, Qiu, & Wan, 2011; Sparrow, Farndale, & Scullion, 2013). Banking is a complex and dynamic sector that emphasizes effectiveness, efficiency and calculability with flexibility and speed (Newenham-Kahindi, 2011). Firms within this sector recognize that to succeed requires firm–client relationships to be developed and maintained. Specifically, banks and financial institutions provide services based on specialized information which relies on the skills, talent and knowledge of employees. As such, they need to expend a significant effort in attracting, developing and retaining talented managers and specialists. With increased global business competitiveness and technological growth, banks with international business orientations are under increasing pressure to carefully organize, coordinate and consolidate supervision of their worldwide operations by designing specific HRM strategies and organizational systems in order to meet their clients’ demands and enhance competitiveness (Newenham-Kahindi, 2011; Volmer, Werner, & Zimmermann, 2007). Objective of this proposed special issue Researchers argue that HRM plays an increasingly important role in supporting a multinational enterprise’s (MNE) business strategy and subsidiary performance (Cooke, 2012). While global strategy is a significant determinant of MNE success, the role of HRM remains a challenge for firms operating abroad. For example, training and developing HRM managers and expatriates for overseas responsibilities and developing truly transnational companies seem to be a challenge for many MNEs (Harzing, 2004). As far as the banking sector is concerned, MNEs have a strong influence on the transfer of headquarter organizational practices since they use expatriates, who bring knowledge and HRM innovation systems of headquarter practices to a given subsidiary (Harzing, 2004; Newenham-Kahindi, 2011). Although Chinese banks and financial institutions are becoming aggressive about expanding internationally, they are, consistent with many categories of Chinese firms, considered to be at the early stages of internationalization. In addition to extensive overseas recruitment efforts, Chinese banks are actively developing internal talent and reserves through training and reserve planning efforts. However, their small size, lack of resources and limited international experience restricts their ability to transfer management practices across their subsidiaries (Thite, Wilkinson, & Shah, 2012). At present, the international activities of Chinese banks and financial institutions ‘lag behind’ the operational and managerial capacities of more established multinationals (Deloitte China Financial Services Industry Center of Excellence, 2012). These firms may not lack strategic goals, energy and courage in conducting personnel reform, but they may lack HRM mechanisms to fully develop employees’ potential. Chinese MNEs are challenged by a shortage of experienced expatriates who have built up knowledge of foreign markets and have a better understanding of international operations outside of their home country (Wang, Freeman, & Zhu, 2013; Zhang & Fan, 2014). Without building an IHRM strategy, it may be difficult to overcome their weaknesses, predominantly embodied in a lack of international experience (Fan, Zhang, & Zhu, 2013). Our objective is to address a significant research gap by focusing on the IHRM practices and implications of the internationalization of China’s banks and financial institutions. Specifically, papers could be developed with a focus on Chinese banking and financial institutions including: • their management philosophy in international markets; • their IHRM policies; • internal communication processes both within, and across, their subsidiaries; • level of control from head office; • how they deal with their liability of foreignness in overseas markets and • the cultural and societal impact of their HRM practices. Submission guidelines Contributions for this Special Issue must be original research not under consideration by any other journal or publishing outlet. All papers will be reviewed in accordance with the International Journal of Human Resource Management review process. Manuscripts should be formatted in accordance with the International Journal of Human Resource Management publication guidelines. Manuscripts to be considered for this special issue should be submitted electronically through manuscript central no later than 31st July 2016. Any enquiries should be directed to Guest Editors Dr Robert Jack (mail to: [log in to unmask]<mailto:[log in to unmask]>) and Associate Professor Fei Guo (mail to: [log in to unmask]<mailto:[log in to unmask]>). Important dates • Extended paper submission deadline - 31 July 2016 • Acceptance notification – January 2017 • Publication – late 2017 References Boisot, M., & Meyer, M. W. (2008). Which way through the open door? Reflections on the internationalization of Chinese firms. Management and Organization Review, 4, 349–365. doi:10.1111/j.1740-8784.2008.00116.x Child, J., & Rodrigues, S. B. (2005). The internationalization of Chinese firms: A case for theoretical extension? Management and Organization Review, 1, 381–410. doi:10.1111/j.1740-8784.2005. 0020a.x Cooke, F. L. (2012). The globalization of Chinese telecom corporations: Strategy, challenges and HR implications for the MNCs and host countries. The International Journal of Human Resource Management, 23, 1832–1852. doi:10.1080/09585192.2011.579920 Cooke, F. L. (2014). Chinese multinational firms in Asia and Africa: Relationships with institutional actors and patterns of HRM practices. Human Resource Management, 53, 877–896. doi:10. 1002/hrm.21612 Cui, L., Jiang, F., & Stening, B. (2011). The entry-mode decision of Chinese outward FDI: Firm resources, industry conditions, and institutional forces. Thunderbird International Business Review, 53, 483–499. doi:10.1002/tie.20425 Deloitte China Financial Services Industry Center of Excellence. (2012). China’s banking industry top ten trends and outlook – enhancing capital management, meeting new challenges. China: Author. Deng, P. (2012). The internationalization of Chinese firms: A critical review and future research. International Journal of Management Reviews, 14, 408–427. doi:10.1111/j.1468-2370.2011. 00323.x Fan, D., Zhang, M., & Zhu, C. (2013). 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Human resource strategies for managing back-office employees in subsidiary operations: The case of two investment multinational banks in Tanzania. Journal of World Business, 46, 13–21. doi:10.1016/j.jwb.2010.05.013 Nigh, D., Cho, K. C., & Krishnan, S. (1986). The role of location-related factors in U.S. banking involvement abroad: An empirical examination. Journal of International Business Studies, 17, 59–72. doi:10.1057/palgrave.jibs.8490804 Schüler-Zhou, Y., & Schüller, M. (2009). The internationalization of Chinese companies: What do official statistics tell us about Chinese outward foreign direct investment? Chinese Management Studies, 3, 25–42. Sparrow, P., Farndale, E., & Scullion, H. (2013). An empirical study of the role of the corporate HR function in global talent management in professional and financial service firms in the global financial crisis. The International Journal of Human Resource Management, 24, 1777–1798. doi:10.1080/09585192.2013.777541 Thite, M., Wilkinson, A., & Shah, D. (2012). Internationalization and HRM strategies across subsidiaries in multinational corporations from emerging economies – A conceptual framework. Journal of World Business, 47, 251–258. doi:10.1016/j.jwb.2011.04.012 Volmer, P. B., Werner, J. R., & Zimmermann, J. (2007). New governance modes for Germany’s financial reporting system: Another retreat of the nation state? Socioeconomic Review, 5, 437–465. Wang, D., Freeman, S., & Zhu, C. (2013). Personality traits and cross-cultural competence of Chinese expatriate managers: A socio-analytic and institutional perspective. The International Journal of Human Resource Management, 24, 3812–3830. doi:10.1080/09585192.2013.778314 Weinstein, A. K. (1977). Foreign investments by service firms: The case of multinational advertising agencies. Journal of International Business Studies, 8, 83–91. doi:10.1057/palgrave.jibs. 8490681 Yang, X., Jiang, Y., Kang, R., & Ke, Y. (2009). A comparative analysis of the internationalization of Chinese and Japanese firms. Asia Pacific Journal of Management, 26, 141–162. doi:10.1007/s10490-007-9065-0 Zhang, M. M., & Fan, D. (2014). Expatriate skills training strategies of Chinese multinationals operating in Australia. Asia Pacific Journal of Human Resources, 52, 60–76. doi:10.1111/1744- 7941.12023 ____ AIB-L is brought to you by the Academy of International Business. For information: http://aib.msu.edu/community/aib-l.asp To post message: [log in to unmask] For assistance: [log in to unmask] AIB-L is a moderated list.