A comparative study of HR involvement in strategic decision-making in China and Australia. Issue 2 (3rd June 2019)

• Record Type: Journal Article
• Authors: Zhao, Shuming; Sheehan, Cathy; De Cieri, Helen; Cooper, Brian
• Is Part Of: Chinese management studies. Volume 13:Issue 2(2019)
• Page Start: 258
• Page End: 275
• Publication Date: 2019-06-03
• Subjects: China -- Australia -- Top management team -- Strategic HRM -- CEO support for HRM -- Comparative HRM; Industrial management -- China -- Periodicals; 658.400951
• DOI: 10.1108/CMS-08-2018-0643
• Languages: English
• ISSNs: 1750-614X

Abstract

Abstract : Purpose: The purpose of this paper is to address gaps in the knowledge about human resource (HR) professional involvement in strategic decision-making in China compared with that in Australia. Design/methodology/approach: First, the authors compare the strategic involvement of Chinese and Australian HR professionals. Second, based on the upper echelon theory, the authors compare the impact of chief executive officer (CEO) and top management team (TMT) between both countries on HR involvement in strategic decision-making. Data were collected from matched pairs of HR and TMT executives in China ( n = 168) and in Australia ( n = 102). Findings: Results indicate a difference, despite of no statistical significance, in HR involvement in strategic decision-making between Chinese and Australian samples. TMT behavioural integration was positively related to HR involvement in strategic decision-making in a collectivistic culture (i.e. in China), but not in an individualistic culture (i.e. in Australia). However, CEO support for HRM was positively related to HR involvement in strategic decision-making in Australia, whereas it is not related in China. Originality/value: The paper conducts a comparative study and practical, and research implications are discussed at the end.