RESEARCH AND PRACTICE IN HUMAN RESOURCE MANAGEMENT
Abstract
Human resources (HR) face several dilemmas on the international stage. Often, these dilemmas
are related to cultural determinants that may deeply affect HR strategies and practices. The main
aim of this study is to address the topic of cultural diversity within organisations operating in
highly divergent cultures. In particular, the analysis will be focused on the strategies and practices
implemented by Italian companies to manage HR in China, by estimating the growing influence of
Chinese cultural values on the dynamics and complexity of intercultural human resource
management (HRM) and suggesting that different approaches should characterise companies’
strategies when dealing with distinct cultural backgrounds. The study, which was undertaken with
149 executives from Italian companies in Mainland China, demonstrates the degree of knowledge
of a cultural environment has a direct correlation with HR strategies and practices. The results
show that a better knowledge of cultural values of Chinese individuals may represent a strategic
tool to Italian companies in China. The findings of the study have potential to help decision
makers of Italian companies to develop strategies able to overcome cultural barriers, to formulate
effective HRM policies and to increase company competitive advantage.
