ABSTRACT
Widely accepted as a source of competitive advantage (Boswell, 2006; Choi, 2014; Combs, Liu, Hall, & Ketchen, 2006; Pfeffer, 2007), management systems, including human resource management (HRM) are now seen as particularly crucial to the development and competitiveness of the firms and economies (Aghion & Howitt, 1998; Ahlstrom, 2010; Bloom & Van Reenen, 2011; Schuler & Jackson, 2014). This chapter examines human resource management (HRM) in the newly developed economies of Hong Kong, Macau, and Taiwan, which have been undergoing major changes in their industrial and institutional environments in recent years (Ahlstrom, Chen, & Yeh, 2010; Mutlu, Zhan, Peng, & Lin, 2015). Hong Kong, Macau, and Taiwan share cultural values (Ahlstrom, Levitas, Hitt, Dacin, & Zhu, 2014; Chen, 2001) but have also developed some distinct characteristics (Varma & Budhwar, 2013). With the growth and industrial transformations in Taiwan as well as in China’s two Special Administrative Regions (SARs) of Hong Kong and Macau, HRM has been changing due to increasing competition and globalization (Varma & Budhwar, 2013). As such, this chapter reviews human resources research in these economies over the last quarter century and their ongoing impact.
