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This study develops a framework to categorize international and intercultural human resource (IHR) control at the subsidiary level across cultures. The effects of interorganizational interdependencies, competitive strategies, and cultural differences on the three different dimensions of IH control (input, behavior, and output) were studied using a sample of 100 Taiwanese subsidiaries operating in the People's Republic of China. The most notable relationships that were found include a robust association between a low cost competition strategy and the three dimensions of IHR control and the impact of cultural differences on one type of control.

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