How can Japanese companies strengthen HR governance overseas while giving subsidiaries the autonomy they need?

This was one of the central themes of my presentation at the 8th Study Group Meeting of the Global Human Resource Management Academic Conference over the weekend.

Drawing on eight case studies across seven countries, I discussed recurring challenges in performance evaluation, compensation and labour management at overseas subsidiaries of Japanese companies. The presentation also explored the broader implications of globalisation for Japanese professionals working across borders.

The discussion with attendees was particularly valuable. One question concerned how we can understand the characteristics of different nationalities through perspectives such as long-term and short-term orientation, individualism and collectivism, and the influence of religion.

These factors can shape how people approach work, leadership and organisational relationships. Understanding them is important, while recognising that national characteristics should not be used to make assumptions about individuals.

A recurring challenge in global HR management is the gap between policies designed at headquarters and how they are implemented overseas. Effective management requires clear global standards, stronger HR capabilities in subsidiaries and appropriate oversight, alongside an understanding of the environments in which people work.

I appreciated the opportunity to exchange perspectives with fellow researchers and practitioners working on the challenges of international human resource management.

Thank you to the Global Human Resource Management Association and to the other presenters, Izuru Tokumaru and Atsuko Yajima, for contributing to a valuable discussion.