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Article
Publication date: 1 December 1994

May M.L. Wong

Presents an exploratory study of how a Japanese organization in HongKong attempts to enhance employees′ learning capacity through spiritualeducation. Illustrates the sort of…

625

Abstract

Presents an exploratory study of how a Japanese organization in Hong Kong attempts to enhance employees′ learning capacity through spiritual education. Illustrates the sort of spiritual education being conducted in the training programme and the extent to which the Japanese organization has achieved its target in enhancing employees′ learning capacity. Sees the implications of spiritual education for other Western and Hong Kong organizations as being that it may be an effective means of decreasing a company′s turnover rate.

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The Learning Organization, vol. 1 no. 3
Type: Research Article
ISSN: 0969-6474

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Article
Publication date: 1 February 1998

May M.L. Wong

This paper attempts to study the motives behind a Hong Kong‐Japanese joint venture between two retailers from the perspectives of firm‐specific advantages provided by both…

2145

Abstract

This paper attempts to study the motives behind a Hong Kong‐Japanese joint venture between two retailers from the perspectives of firm‐specific advantages provided by both partners of the international joint ventures (IJVs). The analysis focuses on the local partner’s motives and how the IJVs have provided the opportunity for it to overcome the increasing Japanese competition in the retail sector after the mid‐1980s. Finally, the IJVs are evaluated according to the available secondary data in terms of how much the local partner has achieved from the IJVs.

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International Journal of Retail & Distribution Management, vol. 26 no. 1
Type: Research Article
ISSN: 0959-0552

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Article
Publication date: 1 August 1998

May M.L. Wong

Hong Kong has experienced an economic transformation from a manufacturing‐based to a service‐based economy which has impacted on the demand for manual labour. In 1992, the…

1641

Abstract

Hong Kong has experienced an economic transformation from a manufacturing‐based to a service‐based economy which has impacted on the demand for manual labour. In 1992, the Employee Retraining Board was set up to provide employees’ retraining programmes (ERP) for unemployed manual workers. It aims to help unemployed manual workers to acquire and develop knowledge, skills and abilities so that they can re‐enter the labour market. This study focuses on evaluating the effectiveness of ERP from the perspectives of training providers designated by Employee Retraining Board to fulfil the above objective. The evaluation of the ERP is based on how the various ERP courses can meet the training objectives, assessment of training needs, design of the ERP, course evaluation, and follow‐up services conducted by the selected training bodies. The overall effectiveness of ERP is found to be low. The indicators participation rate and job placement rate used by the training bodies tend to provide misleading evaluation results to the ERP.

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Employee Relations, vol. 20 no. 4
Type: Research Article
ISSN: 0142-5455

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Available. Content available
Article
Publication date: 1 February 2001

May M.L. Wong

162

Abstract

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Journal of Workplace Learning, vol. 13 no. 1
Type: Research Article
ISSN: 1366-5626

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Article
Publication date: 1 July 1996

May M.L. Wong

Describes and compares the objectives and content of the graduate training programme conducted in Japan by a Japanese retailer and by its Hong Kong subsidiary. The case company…

1290

Abstract

Describes and compares the objectives and content of the graduate training programme conducted in Japan by a Japanese retailer and by its Hong Kong subsidiary. The case company uses different approaches to train the Japanese graduate trainees in Japan and the local graduate trainees in the Hong Kong subsidiary. Like the Japanese female graduate trainees, the local graduate trainees are not expected to work for the company on a long‐term basis; are regarded as peripheral employees; and are not expected to be the primary contributory element for organizational learning within the company. Notes various negative factors related to the training provided at the Hong Kong subsidiary, citing factors such as the fact that it is aimed at meeting short‐term needs rather than long‐term development.

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Journal of European Industrial Training, vol. 20 no. 5
Type: Research Article
ISSN: 0309-0590

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Article
Publication date: 1 December 1999

May M.L. Wong and Chris Hendry

This study examines and compares the employment strategy used by Japanese and British retail companies in Hong Kong. Hendry’s structured employment systems model is adopted as the…

1801

Abstract

This study examines and compares the employment strategy used by Japanese and British retail companies in Hong Kong. Hendry’s structured employment systems model is adopted as the theoretical framework for this research. Three case companies – Morioka and Okadaya (Japanese‐owned) and Supercom (British‐owned) – are studied regarding what employment strategies they have adopted to expand in Hong Kong, and to adjust to the changing consumer market. The evidence shows that the Japanese companies adopt more structured employment systems, employing more employee groups than the British company. Both Japanese companies vary employment practices to different employee groups on the basis of national origins, hierarchy, employment status and gender. Furthermore, skills/profession is also used in Okadaya to differentiate employment practices. Supercom mainly varies employment practices on hierarchy and employment status. Therefore, five to six groups of employees are identified in the Japanese companies, while two to three employee groups are identified in Supercom.

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Personnel Review, vol. 28 no. 5/6
Type: Research Article
ISSN: 0048-3486

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Article
Publication date: 1 May 1997

May M.L. Wong

Examines the human resource (HR) policies adopted by two Japanese retail stores in Hong Kong. Finds that the two Japanese retail stores employ different HR policies in terms of…

3219

Abstract

Examines the human resource (HR) policies adopted by two Japanese retail stores in Hong Kong. Finds that the two Japanese retail stores employ different HR policies in terms of recruitment and selection, remuneration and welfare, and training and development for different groups of employees within the same Hong Kong operation. The implementation of the different HR policies for different groups of employees is attributable, first, to the influence of the parent company’s environment ‐ socio‐economic conditions, characteristics of the top management, corporate strategy and use of technology in the parent company; and, second, to the different types of employee in the two stores in Hong Kong ‐ the male and female expatriates among the parent‐country nationals (PCNs), and the professionals with high levels of skill, full‐time managers and employees with lower level skills, and part‐time employees among the home‐country nationals (HCNs).

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International Journal of Manpower, vol. 18 no. 3
Type: Research Article
ISSN: 0143-7720

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Article
Publication date: 1 June 1997

May M.L. Wong

Examines the employment status of women employees working for two Japanese department stores in Hong Kong. Empirical evidence reveals that Japanese expatriate managers bring…

1032

Abstract

Examines the employment status of women employees working for two Japanese department stores in Hong Kong. Empirical evidence reveals that Japanese expatriate managers bring sexist cultural values, which discriminate against women in the host‐country environment, because a majority of local female employees are employed in lower hierarchical positions at the bottom of the organizational and managerial pyramid, while male employees occupy most of the professional and managerial positions at the top. Discusses the situation in which female employees are likely to be discriminated against by senior management from the perspectives of horizontal and vertical job segregation. Identifies four major categories of constraints arising from the company’s human resource management (HRM) policies and practices leading to the subordinated employment position of women ‐ recruitment and selection, job assignment and promotion, training and development and remuneration. Posits that these HRM policies and practices are influenced by the Japanese preconception of women and the characteristics of the retail industry.

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Women in Management Review, vol. 12 no. 4
Type: Research Article
ISSN: 0964-9425

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Article
Publication date: 1 May 1997

David Pollitt

Purchasing effectiveness is one of the most critical factors in determining the profitability of business, and yet it is typically one of the least well understood and managed. In…

179

Abstract

Purchasing effectiveness is one of the most critical factors in determining the profitability of business, and yet it is typically one of the least well understood and managed. In a recent study with 50 leading European businesses we have established that an effective purchasing strategy can improve profitability by up to 30 per cent. Few businesses seriously assess their purchasing activity or invest in its development, so that usually this source of value remains untapped.

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International Journal of Retail & Distribution Management, vol. 25 no. 5
Type: Research Article
ISSN: 0959-0552

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Book part
Publication date: 16 August 2014

Anna Kaunonen

Three types of industrial buyer-seller relational process models are available: joining theory, stage theory, and state theory. However, historically, these models have developed…

Abstract

Three types of industrial buyer-seller relational process models are available: joining theory, stage theory, and state theory. However, historically, these models have developed based on the knowledge and cultural context of the Western world. Several researchers note that national culture may have an impact on international industrial buyer-seller relationships. Including culture in the models is highly important, especially as the business environment is increasingly more global and different countries have different business cultures. The goal of this paper is to define the most suitable industrial buyer-seller relational process models for describing relationships in various contexts. The paper includes a through literature review and a single case study in order to reach this objective. A new state theory model evolved during the research. It consists of two beginning states: searching and starting; four purely middles states: constant/static, decline, growth, and troubled; and a purely end state: termination. The state of dormant/inert is both a middle state and an end state, that is, when the relational actors are not in contact does not mean that the relationship has ended, but instead, for example, new legislation may have been implemented, which requires the actors to evaluate their relationship and its future. A relationship goes through the two beginning states in the order mentioned above, but after that, any state may occur.

Details

Advances in Business Marketing & Purchasing
Type: Book
ISBN: 978-1-78190-858-7

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