MNCs’ Greening Human Capital Management in China—Integrative perspective of Resource-Based and Institutional Theory

博士 === 國立中山大學 === 人力資源管理研究所 === 102 === The increased attention to multinational companies’ (MNCs’) corporate greening in both academic and practitioner realms has raised an important question of how companies build green competitive human capital, and finally enhance environmental competitive advan...

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Main Authors: Meng-Hsiu Lee, 李孟修
Other Authors: Bih-Shiaw Jaw
Format: Others
Language:en_US
Published: 2014
Online Access:http://ndltd.ncl.edu.tw/handle/vwx225
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spelling ndltd-TW-102NSYS50070122019-05-15T21:32:36Z http://ndltd.ncl.edu.tw/handle/vwx225 MNCs’ Greening Human Capital Management in China—Integrative perspective of Resource-Based and Institutional Theory 跨國企業之綠色人力資本管理於中國—資源基礎論與體制理論之整合觀點 Meng-Hsiu Lee 李孟修 博士 國立中山大學 人力資源管理研究所 102 The increased attention to multinational companies’ (MNCs’) corporate greening in both academic and practitioner realms has raised an important question of how companies build green competitive human capital, and finally enhance environmental competitive advantage. Integrating resource-based view (RBV) and institutional theory, this study offers a systematic analysis on antecedents and consequences of MNCs’ green human capital, and proposes a conceptual research framework. Firstly, RBV asserts that green leadership and greening human capital management (HCM) can result in an environmental competitive advantage. Secondly, according to institutional theory, MNCs have different institutional response to realign subsidiary’s green leadership, environmental strategy, and greening HCM responding to host country’s institutional context. Combining the results of preliminary qualitative (12 MNCs’ deep interview) and empirical quantitative (212 MNCs’ sampling) methods, this study firstly proposes three different models of institution response and green human capital. Then we use Hierarchical Regression and Structural Equation Modeling to test the moderating effect and conceptual framework, and propose final model. The results show that “greening HCM” and “green competitive human capital” have mediating effects on the relationship between “green entrepreneurial leadership” and “environmental competitive advantage”. Furthermore, Institutional response positively moderates the relationship between “leadership and competitive advantage”, “strategy and competitive advantage” and “HCM and competitive human capital”. These relationships are more positive for firms with higher (more active) institutional response. This research gives some implications and suggestions for theoretical development and corporate greening. Bih-Shiaw Jaw 趙必孝 2014 學位論文 ; thesis 147 en_US
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language en_US
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description 博士 === 國立中山大學 === 人力資源管理研究所 === 102 === The increased attention to multinational companies’ (MNCs’) corporate greening in both academic and practitioner realms has raised an important question of how companies build green competitive human capital, and finally enhance environmental competitive advantage. Integrating resource-based view (RBV) and institutional theory, this study offers a systematic analysis on antecedents and consequences of MNCs’ green human capital, and proposes a conceptual research framework. Firstly, RBV asserts that green leadership and greening human capital management (HCM) can result in an environmental competitive advantage. Secondly, according to institutional theory, MNCs have different institutional response to realign subsidiary’s green leadership, environmental strategy, and greening HCM responding to host country’s institutional context. Combining the results of preliminary qualitative (12 MNCs’ deep interview) and empirical quantitative (212 MNCs’ sampling) methods, this study firstly proposes three different models of institution response and green human capital. Then we use Hierarchical Regression and Structural Equation Modeling to test the moderating effect and conceptual framework, and propose final model. The results show that “greening HCM” and “green competitive human capital” have mediating effects on the relationship between “green entrepreneurial leadership” and “environmental competitive advantage”. Furthermore, Institutional response positively moderates the relationship between “leadership and competitive advantage”, “strategy and competitive advantage” and “HCM and competitive human capital”. These relationships are more positive for firms with higher (more active) institutional response. This research gives some implications and suggestions for theoretical development and corporate greening.
author2 Bih-Shiaw Jaw
author_facet Bih-Shiaw Jaw
Meng-Hsiu Lee
李孟修
author Meng-Hsiu Lee
李孟修
spellingShingle Meng-Hsiu Lee
李孟修
MNCs’ Greening Human Capital Management in China—Integrative perspective of Resource-Based and Institutional Theory
author_sort Meng-Hsiu Lee
title MNCs’ Greening Human Capital Management in China—Integrative perspective of Resource-Based and Institutional Theory
title_short MNCs’ Greening Human Capital Management in China—Integrative perspective of Resource-Based and Institutional Theory
title_full MNCs’ Greening Human Capital Management in China—Integrative perspective of Resource-Based and Institutional Theory
title_fullStr MNCs’ Greening Human Capital Management in China—Integrative perspective of Resource-Based and Institutional Theory
title_full_unstemmed MNCs’ Greening Human Capital Management in China—Integrative perspective of Resource-Based and Institutional Theory
title_sort mncs’ greening human capital management in china—integrative perspective of resource-based and institutional theory
publishDate 2014
url http://ndltd.ncl.edu.tw/handle/vwx225
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