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MGTO 630B Managing People Globally for Competitive Advantage

MGTO 630B Managing People Globally for Competitive Advantage. Instructor: Dr. Christina Sue-Chan Demonstrator: Michelle To, MPA. Introduction: Chapters 1 & 2 Saturday, February 8, 2003. People (Human Resources) and Competitive Advantage.

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MGTO 630B Managing People Globally for Competitive Advantage

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  1. MGTO 630BManaging People Globally for Competitive Advantage Instructor: Dr. Christina Sue-Chan Demonstrator: Michelle To, MPA Introduction: Chapters 1 & 2 Saturday, February 8, 2003

  2. People (Human Resources) and Competitive Advantage “...maintainable advantage usually derives from outstanding depth in selected human skills, logistics capabilities, knowledge bases, or other service strengths that competitors cannot reproduce...”1 1 Quinn, J.B., Doorley, T.L., & Paquette, P.C. (1990). "Beyond products: Services-based strategy," Harvard Business Review, 90 (2), 60.

  3. Today’s Objectives • Introduction of instructional team • Introduction of course: textbook, outline • Project groups • Student feedback • Breaks: 1-20min at halfway point OR 1-10min after each hour • Readability of slides, your concerns, expectations, hearing, etc. • Information cards • Case analysis • 3 theoretical perspectives on Global Human Resource Management (GHRM)

  4. Case Analysis • Introduction • This case describes Peter Hanson’s attempt to create a world class produce development centre in Shanghai, China through recruitment and selection, training and development, and retention of expatriate as well as local managers and employees • Conclusion • This case illustrated how Peter must balance the tension between institutional forces pulling Shanghai PDC towards conformity with PDCs elsewhere (integration; corporate performance) and cultural values pulling the PDC to adapt practices to accommodate cultural values of Chinese (differentiation; unit performance). The case also illustrates the duality of trying to achieve internal fit (Shanghai PDC to use global HR practices of Hi Tech) and external fit (Shanghai PDC adapting HR practices to fit Chinese culture).

  5. Foundation theories • Duality / Paradox theory • Balance / tension / internal and external fit • Institutional theory • Isomorphism: normative, coercive, mimetic • Cultural values theory • Countries vary by values but organizational practices are the same • Differences influence learning styles …

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