The Transfer Of Training And Development Practices In Japanese Subsidiaries In Vietnam

Vo, A; Hannif, ZN

The Transfer Of Training And Development Practices In Japanese Subsidiaries In Vietnam

Vo, A Hannif, ZN

Permalink

Publisher:: Wiley-Blackwell
Publication Type:: Journal Article
Citation:: Asia Pacific Journal of Human Resources, 2012, 50 (1), pp. 75 - 91
Issue Date:: 2012-01

Closed Access

	Filename	Description	Size
	2011005324OK.pdf		201.74 kB	Adobe PDF	View/Open

Copyright Clearance Process

Recently Added
In Progress
Closed Access

This item is closed access and not available.

Full metadata record

Field	Value	Language
dc.contributor.author	Vo, A	en_US
dc.contributor.author	Hannif, ZN	en_US
dc.date.issued	2012-01	en_US
dc.identifier.citation	Asia Pacific Journal of Human Resources, 2012, 50 (1), pp. 75 - 91	en_US
dc.identifier.issn	1038-4111	en_US
dc.identifier.uri	http://hdl.handle.net/10453/22666
dc.description.abstract	This paper examines the interaction between 'home-country' and 'host-country' effects in determining human resource management (HRM) policies and practices in multinational companies (MNCs) in the context of a developing country. The paper is based on an	en_US
dc.publisher	Wiley-Blackwell	en_US
dc.relation.ispartof	Asia Pacific Journal of Human Resources	en_US
dc.relation.isbasedon	10.1111/j.1744-7941.2011.00007.x	en_US
dc.title	The Transfer Of Training And Development Practices In Japanese Subsidiaries In Vietnam	en_US
dc.type	Journal Article
utslib.citation.volume	1	en_US
utslib.citation.volume	50	en_US
utslib.for	1503 Business and Management	en_US
dc.location.activity	BOSTON, MASSACHUSETTS
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Strength - CMOS - Centre for Management and Organisation Studies
utslib.copyright.status	closed_access
pubs.consider-herdc	true	en_US
pubs.issue	1	en_US
pubs.volume	50	en_US

Abstract:

This paper examines the interaction between 'home-country' and 'host-country' effects in determining human resource management (HRM) policies and practices in multinational companies (MNCs) in the context of a developing country. The paper is based on an

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/22666