ABSTRACT
The economic, political, and social landscape of Asia has been changing rapidly as we witness the continuous flow of multinational companies (MNCs) into and from Asian countries over the past few decades. Much research attention has therefore been devoted to exploring MNCs’ pursuit of internationally and locally competent management models, policies, and practices as the engagement between Asia and the global economy deepens (Dowling & Donnelly, 2013). However, as often as Asia is referred to in multinational’s published regional strategic statements as a geographic term, it is extremely difficult, if not impossible, to generalize precisely about what such a regional strategy would entail in terms of managing the workforce in the subsidiaries across Asian countries. The complexity of Asia’s institutional environment means that MNCs are exposed to divergent and often conflicting institutional pressures. Managing the workforce in Asia is more likely to be based on hybrid and programmatic decisions instead of unified and coherent strategies and policies. This chapter aims to offer an overview of the dynamic intersection between MNCs and institutions.
