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Title: Changing Paradigms – An Essential Ingredient in HRM for the Next Millenium
Abstract
This article maps external and internal forces acting on work and companies. Models
are proposed for dealing with the effects on work these changes bring. Notably, cross-
cultural management requires more flexible HR systems to achieve outcomes required
by the corporate mission.
Key forces acting in the global business environment together with strategies for
managing in this new environment are proposed. Outcomes for HR management in
the new millenium are identified and explored.
3
1. Changing Definitions & Patterns of Work
Let us consider the forces acting from the external environment that effect the
There are six major groups of pressures arising from the external business
environment independently of the industry concerned. This means that there are many
more if one proceeds to industry – level analysis. (And, of course this is exactly what
any professional HR Manager must do to ensure that he is in touch with the full range
1. competitive globalisation
6. rates of change and types of change, especially those that are market driven
Figure 1. below. This diagram shows the external and internal pressures having a
significant effect on work and its management. Especially, the observed outcomes for
4
Figure 1. Changing Definitions and Patterns of Work
IT impact on work,
the types, times,
places and methods
as well as the
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5
The first pressure point of globalisation and its effects on companies is made clear by
O’Hara-Deveraux & Johansen 1994. They identify trends toward a core – periphery
model of companies where corporate reduction to core functions is the new order of
business.
Through implementing strategic alliances and other forms of restructuring there are
They will present your staff with challenges to adapt their ideals about work settings,
international mobility.
The competencies identified by O’Hara-Deveraux & Johansen for global workers are:
• The unique leadership skills associated with creating and sustaining business
6
It would be prudent to identify all cross-cultural contacts up stream of your business
(suppliers, contractors for raw materials or sub contractors in your process). Also
within your business, say between different divisions located in different countries but
within the same value chain between the customer and your company. Or with
The success of these interactions will depend on cultural awareness, competence and
adaptability of your staff and the other parties staff also. Smith 1992 discusses various
types of cultural sensitivity training from simple awareness briefings to language and
other skill development programs. He concluded that many organisations provide very
ventures and overseas postings are directly linked to such training, with the Japanese
and European companies amongst the most successful at this due to their high
commitment to preparing their staff in this way. Funakawa 1997 supports Smith’s
business success.
The scope of the new cross-cultural boundaries and success with these new
there is a need to translate the learning of one culture to another. Joint ventures,
project work and increasing fragmentation of work to different divisions spread across
the globe are all creating new opportunities for misunderstandings and losses to arise.
Team-work has new meaning in this context with some staff involved in multi-cultural
7
teams who may never get to meet one another face to face ( See for example O’Hara-
Smith strongly advocates basic and advanced language training, awareness training
regarding the new cultural mores and practices, and general sensitivity training to
cultures, and whole-earth (geo) focus rather than a corporate focus; depends
cultural management
cross- cultural learning and that provide a feedback function that reflects the
8
Fukanawa argues that it is vital for companies to learn how to transform each cross-
HRM has a key role to play as a provider of services in this area as well as a
Fukanawa identifies two distinct patterns possible, one negative and one positive in
the development of these competencies: the vicious blame cycle and the virtuous
learning cycle.
The elements of the vicious cycle of blame are: Reluctant Intention + Information
which is limited + Interaction focused on problems will feed on itself and can lead to
The elements of the virtuous cycle of learning are: Curiosity Intention + Information
Fukanawa suggests that a focus on the three elements (intention, information &
interaction) can break the vicious cycle and convert it to a positive learning cycle.
Joint goal-setting, common meeting places with mixed seating arrangements that
allow for formal and informal interaction are practical examples that can assist
Leadership must also commit to the same processes with HR’s support so that it is
considered essential at every level of the company. Creating success stories and
9
informal talk about it can lead to strengthening of the ties between cultures, despite
their differences.
Funakawa further elaborates seven mental disciplines that global employees will need
2. Tolerate ambiguity
6. Work interdependently
He uses these as guidelines for better communications skills - a vital component in all
cross-cultural business. HRM needs to acquaint itself with this new body of practice
and integrate it into their company up and down their structure to empower a better
Arguably, IT has had the single most significant impact on the nature of work in the
IT has enabled the exponential growth in flexible working (Simm 1996) with the UK ,
USA and much of Europe embarking on action plans to introduce these new forms of
work into their corporations to meet the changing needs for productivity demanded by
the market. Flexible working reflects a Western notion that work was somehow fixed,
10
and only now is becoming more ‘flexible’. This notion seems peculiarly Western
when put against the dependency of the Japanese workers to their company or the
Mobility has been increased one thousand fold through better communications, better
travel facilities and better computing facilities in the last decade. Consequently, new
platforms of work have emerged. Microsoft has been successful just because of the
exploding growth in need for flexibility and standardisation of basic office technology
Now it is possible to work from virtually anywhere at anytime and still have your
report on your managers desk by the morning. This facilitation of information sharing
has and still is having such significant impact on the culture, structure and social
Some (e.g. Cappelli 1999 and Bridges 1996) argue that the company has become
leaner and flatter because of IT, since middle managers are no longer needed to collect
Now the data is kept in a corporate database and increasingly accessible to all. There
are many examples of this working very well such as Frito-Lay in the US who use
daily sales reports to direct their suppliers, as well as their sales and marketing efforts
11
Tan 1994 reports that for HR to succeed it must get closer to the senior management
and strategic direction of the company where such IT infusion begins in the company.
This way HR can participate in minimising the sources of disruption to the company
inevitable from such fundamental changes as well as seek to lay out a plan for the
company (Martin 1996) and HR must be seen to be usefully supporting and even
Some staff will take up the new frontier rapidly leaving behind their non-IT ready
staff in a blur of HTML, Java script and other apparently nonsensical language.
Relationships built on years of success in one paradigm have just seen the sight of
extinction; beliefs, reputations and success may all be potentially put at risk.
Uncertainty, mistakes and relationship mishaps may arise as this new paradigm takes
Van Eyne Et Al. 1997, and is potentially the most stressful type of change since the
IT changes can take the form of any of the three types of changes identified by Van
transitional (from one known state to another) and transformational (from the known,
current state to a new unknown or incompletely mapped state). One can readily
12
imagine the vital role of HRM in enabling and facilitating any of these changes to the
nature of work and the social and organisational context involved to reduce losses and
HRM must engage with senior management and line management, gain their respect
and become involved in solving these challenges with them. HRM can begin by
focusing executives on the need to create a learning mind-set amongst all staff. There
are different models, styles and opportunities for learning. Much is already available
about knowledge capital and knowledge management in companies (See for example
Savage 1996, Senge 1990 and Nonaka & Takeuchi 1995). Adapting is learning for
essential and ingrained into their company. And across cultural lines. Leveraging
can be leveraged for a new perspective on work and the ways it is done for profit and
advantage.
HRM has an immensely important role in helping people to anticipate, adapt to and
even become excited about the changes happening. Even outsourcing of some
functions because of the introduction of IT into some areas has its positive side for the
survival and ongoing success of the company. Selling these ideas carefully and
effectively are some of the key competencies required for HRM in the next century.
This means a constant need for skill development at all levels of mastery with IT. And
now this must be self-driven development as companies expend less and less for
13
training of their staff because of their fear of having them poached by other
IT enables as well as limits the flow of human interactions since face to face contact
has far greater contextual and body language cues that cannot be reproduced by
computing means, not even video/audio is a satisfactory substitute for direct contact.
This results in such contact now changing its value as a rarer and more special form of
contact. It can now be used selectively and is especially recommended for cross-
cultural contact as the case studies by O’Hara-Deveraux & Johansen 1994 and in
Joynt and Warner 1996. These studies note how the failure of Western firms to close a
joint venture arrangement, or secure a deal because they failed to step into the cultural
They presumed computer linked communications were sufficient for the relationship
to grow and cement a deal, how wrong they were! Indeed O’Hara-Deveraux &
Johansen prepared a list of the different uses and meanings attached to various forms
of electronic communication by cultures like Mexico and Canada to try and educate
HR Managers need to offer strategic guidance about these issues in their own context.
This can be done through effective research into all of the cultures of business interest
to their company and application of the models presented here in their context.
14
Chow Et. Al. 1997 provides a comprehensive review of the strategic changes made by
Chow Et Al show us that US rate return on investment as their number one priority
reflecting their short term focus. (Chow p.6). Asian companies reflected by Japan and
Korea both selected market-share as their top priority showing their concern with
longer term survival rather than short term results. Chow summarises these
differences as follows:
innovation.
These examples reflect the cultural findings of major researchers such as Geert
Hofstede (in Hickson 1997) and Hall and Hall (1989) about the major differences in
Indeed the most sensitive analysis of these differences comes from the Japanese writer
Mayuma cited earlier. Mayuma traces the historical and philosophical roots of
Japanese work from before the Shinto period to today, reflecting a merger of Buddhist
15
teachings about one correct way and fusion with Confucius teachings about duty,
obligation, and harmony with nature and fellow man. Chow Et Al., like many other
the unique national history of Japan that is the root system of the work ethic for the
Japanese. [Historical analysis is also traced frequently for China and indeed is the
dominant explanation model used for cultural analysis (see for example Part II – Area
structure with their attendant cultural norms (Tung in Joynt & Warner 1996):
structure
Interestingly, Singapore has shown some of the symptoms of the changes occurring in
the West already. Singaporeans have taken greater responsibility for their own
however they appear to still depend on their employer to support their career
progression rather than seek to change employer for this purpose as frequently as in
the West.
16
Further, the East is not becoming more like the West in its management style, indeed
there is plenty of suggestion that the East is much more successful in migrating its
businesses offshore than the West. Indeed Yao-Su & Warner in Joynt & Warner 1996
note that blue chip companies like IBM can face failures overseas. The reverse can
also arise that smaller, less prominent firms in their home market can be so very
successful overseas. Nokia, the small company from Finland, is a good example of
this. Porter (1990) cited by Yao-Su & Warner, identifies various advantages that must
and knowledge transfer. Each of these has its own characteristics and demands on
issues like linguistic skills, similarity of symbols and mythology to aid sales or
acceptance, cultural values and therefore success or failure from each parties
perspective.
Yao-Su and Warner state that transfer of these must be separated by the use – source
very different from simply transferring the outcomes of the development in terms on
new products or services (uses). Each strategic option brings a different set of HR
implications.
Yao-Su and Warner note that advantages based on skills, competencies, capabilities,
know-how, and technology are more difficult to codify since they often reside in
people. Procedures and data cannot substitute for this tacit knowledge. Therefore they
can be difficult to transfer. However, the Japanese have been much more successful in
17
transferring this non-codified tacit knowledge through their mentoring, partnering and
This gives HRM a clue to the skills and methods needed to support a successful cross-
represent the channels needed to create a successful transfer. These relationships can
become the focus of development of local networks in different locations. They will
determine the transfer of local tacit knowledge about how work is done and can be
defining importance to the success of a cross-cultural work venture. HRM can help to
define the strategies and tactics on the ground especially for expatriate staff to ensure
None the less Yao-Su & Warner note that there are very pragmatic business reasons
why (especially) proprietary knowledge is kept at home and the outcomes of this are
exported. Other strategies like buying out an overseas business to gain access to tacit
knowledge will not always work since the new owner may collapse the structure or
fail to learn how to operate or motivate it. Hence such simple attempts like Sony to
purchase Fox Studios never taught it how to make great movies. Rather the studios
learnt how to extract much needed finance from the parent company.
HRM must keep themselves in the very forefront of business strategy development as
they apply human capital and knowledge worker strategies in an often cross-cultural
context. Such HRM work can grow from an intentional effort to become a significant
strategic partner themselves in their own company (after Tan 1994). Then they can
18
apply their specialised knowledge about the transfer of human capital to other cultures
More companies are globalising, more web based companies are starting up,
competition is getting hotter in almost every market, different forms of working are
being used by more companies (see Cappelli 1999 for a thorough review of the US
statistics on employment too extensive to reproduce here). The number and frequency
incentivising export, companies wanting to expand their market share and grasp wider
HRM has several key roles: as a preemptive strike-force to lay the ground work for an
occupying mission into foreign territory or absorption of foreign talent into the home
development) needed to meet these pressures are essential programs defined above.
Creating the management imperative is a first step to meeting these pressures that
HRM must have a leadership role. To follow, HRM can create suitable reward and
compensation systems, social and other human relations needs, housing location
office and other facilities to create a suitable working environment. These are the
programs where HRM must be the driver and facilitator in these and many other
economy.
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2. The Organisational Context – a boiling beaker
A summary of the forces acting on the organisation from within and outside is
Business below. This diagram developed by the author, shows the critical variables
using a risk management model in response to the forces of change. The growth of
pathway from the pre-changed state to the new state. Each change transition will take
transformational as raised earlier) and the locus of change (numbers of staff affected,
process (identify, develop alternatives, evaluate them and select and implement the
best solutions, preferably beginning with preventive measures first and fix-it measures
20
Figure 2: Drivers, Outcomes and Intervening Variables in a Globalising Business.
Driver 2:
Competition -
if you don’t do
it your
competition
probably will or
already has...
POSITIVE OUTCOMES: S F
NEGATIVE OUTCOMES:
Synergy of skills competencies, U A
Clash of values, conflict and loss of face;
vision and values; new products C I
project, venture and company failure;
and sales, greater market access C L
loss of market share, damaged brand
& share; greater cash flow & E U
reputation, loss of licenses, sales, income &
profit S R
capital investment
S E
Intervening Variables:
[Chow Et. Al (1997), Hickson (1997), Joynt & Warner (1996)]
• Management recognition and responsiveness to international or non-
traditional business environment
• Risk assessment– political, cultural, financial, relational, technical,
geographical
• Risk response action plans – training, planning, understanding creation,
structural arrangements, IT and other data collection and monitoring
systems, communication systems,
• Internal variables – support, belief systems, authority, financial and key
executive authorities, competence, systems for managing & support
• External variables – partner(s), government and other key player supports,
market / product match,
• HR Policies to deal with the new environment that enable and facilitate
success in new & different working paradigms
• Sensitivity, awareness, global competencies, organisational context to
support globalisation, resources to meet plans, etc.
21
Bonthouse (1994) [cited by Darlington in Joynt & Warner 1996] constructed a model,
refer to Figure 3 below, for the ways in which different country’s corporations process
or deal with these forces. His model of Preferred Business Intelligence Systems is
helpful to see how these forces are processed by different national groupings. He
notes that the US has some ‘learning disabilities’ due to its emphasis on analytical
understanding. Other countries such as Japan and Sweden are more versatile &
therefore able to adapt more easily to a multi-cultural context. The effects of this are
22
Figure 3: Bonthouse ‘Preferred Business Intelligence Systems’
23
Heller 1996 notes that the significant problems found by US firms in their HR matters
in China, both in joint ventures and mergers arises from their different almost opposite
views about individuals. The US focuses on the individual as the unit of measure for
selection, training, pay and promotion whereas the Chinese will focus on the group
for these matters. Heller found considerable support in all of the studies he reviewed
for cultural dimensions proposed by Hofstede as still valid and useful as explanatory
Additionally, Hall & Hall define another key cultural dimension of strategic
Figure 4 below. This model is used to map a pathway to greater cross-cultural success.
Models like this one help HR conceptualise the stages that their organisation must
here.
Individual responses to these changes are many and varied, depending upon their
24
Figure 4: Intercultural Learning Model (O’Hara-Deveraux & Johansen 1994 )
25
According to the literature (Bridges 1996, Cappelli 1999, Simm 1996, Arthur &
Rousseau 1996, Sullivan Et Al. 1998 amongst others the internal forces of change are
- self marketing
- uncertainty increasing
HRM can have direct impact on mediating these forces in individuals through
organisational changes. They are able to offer programs such as counseling, stress
The processes used by HRM should reflect the mission and allocation of value to the
company’s human capital and yet meet the immediate and long term strategic
objectives for the company as a responsible social citizen. Addressing the intervening
variables identified in figure 2. above may help to progress the company significantly
towards restructuring without resistance rather than paying for the losses such
resistance creates.
26
A major point in this paper is that adaptation to new paradigms is a fundamental
objective for the next century. Internal and external forces are acting increasingly to
peripheral work allocation (after Cappelli 1999) and ultimately the use of human
capital.
Markets and therefore customers drive labor (and that there are two types of
customers (internal and external) as well as employees or labor markets: internal and
external also). This is a significant cognitive change from earlier concepts of loyalty
These concepts are thought to be virtually dead, except in the minds of those who
have not made the paradigm shift yet (Cappelli 1999 and Bridges 1996). Indeed, long-
term employment with the one firm can be harmful when it creates limitations of
group-think, and can no longer respond to the shifting market (Cappelli 1999).
Further, changes in the working patterns for those displaced or moving to flexible
working situations will result in consequential changes in their private lives (Cappelli
1999). Guidance on how to manage and adjust to these changes is also the purview of
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3. The Cultural Context – a new paradigm in every country
There is general agreement that culture is the most significant mediator of adaptation
after individual differences. It remains now to apply this learning to our practice of
But before this we need to briefly attack the limiting action of these very stereotypes
culture. This is at the very root of the challenge facing business today – how to get the
most out of each and every individual across all the national and international borders
that our business might stretch. Recall we have said that individual differences explain
the most variability with culture second. The problem can be defined as one of
Research clearly shows that not all Western countries have the same profile. Hofstede
1990, Hampden-Turner & Trompenaars 1996, Hall and Hall all show the significant
Just picture for example a meeting between Koreans – highly charged emotionally,
with much outward expression of that emotion such as desk or chest beating,
contrasted with the same meeting held in Japan. Now, there will be quiet following of
hierarchical speeches without open discussion but rather simple confirmation of the
28
Similarly, US to UK business relations shows how very different these two styles are,
with the UK manager much more concerned with protocol than his US counterpart
The cautionary message is that stereotyping such as east and west cannot be applied to
any country. Rather it finds use simply to begin to introduce the idea of different
Being able to adjust into new cultural paradigms is the key attribute executives and
companies alike (O’Hara-Deveraux & Johansen 1996, Mayuma 1984, Tan Et Al.
The following Figure 5. tables the fundamental differences used to characterises east
and west cultures (note that this does not apply equally or at all to any specific
The dramatic and sometimes opposite perspectives between these two groups serves
to highlight the many different behaviors that each group norms towards.
29
Figure 5. Cultural Differences Between East and West
Radically different paradigms of work between East & West and even
within each of these groups
EAST WEST
30
There are other dimensions that can be useful to distinguish these two groups broadly:
1. - Context – the information that surrounds an event, very high for the East and
East maintaining gender roles more strictly than does the West
who only give 2 year postings. Commitment, experience and utility are
perspective.
31
3. - Polyocular vision – the capacity to see from another persons perspective –
of position in, will have many levels, with each one not readily transferable,
structures
5. Aidaschaft – the social context or relationship terrain that each person belongs
to, their tribe(s) – US does not emphasize, whereas Japanese and eastern
societies consider this the fundamental paradigm and not the individual
(Mayuma 1997)
orientation in these three different time zones, the East is more oriented toward
long term future as well as a more significant past, the West is more focused in
the present and the short-term future (Hall & Hall 1989)
speed, multi-level, diverse networks; West uses low speed, singular pathways
32
- transfer of tacit knowledge – unwritten information about the who, what,
when, where, and how of a company’s operations; East transfers this via the
vigorous networking, mentoring and relationship building that they use every
day, whilst in the West they struggle to make Lotus Notes perform the same
(either in the ‘grey mice’ who hold the corporate memory or in a database or
The forces acting on each of these two cultures are outlined in figures 1. and 2. earlier.
Add to this each country’s own political and geographical pressures such as Taiwan or
Turkey have recently experienced recently and the full scope of competency
Bridges 1995 suggests that the collectivism prevalent in the East may cushion the de-
jobbing trend now arising in the West. Interdependence remains a cushion for change.
Flexible working is already the case at least for family members in a family run
business. Moreover this is often a flexible job, and beyond flexible working, as family
members change roles, swap jobs and cover for each other during absences. Outside
this context flexible working does not yet welcome flexible jobs at least in the west as
33
5. What Next?
Cappelli 1999 notes that as pressures grow on organisations the demand for HR
Work and jobs as we knew them have gone in many cultures, but not all. Traditional
Chinese businesses for example continue to resist outsourcing and other influences.
They have either already been used to keep the greater business within the family
tribe or are simply being ignored as the autocracy and inter-group relations are still
strong enough to bind the business together (Skromme, Granrose & Bee appearing in
For all those working in Multi-national companies and global non-family businesses
the changes are evident. A stable job and a linear upward career path are not the likely
case. Individuals in this situation will have to learn to create their own jobs and career
This trend will continue to see companies focusing on their unique capabilities and
competencies and jettisoning unnecessary cargo in the form of non-core work. They
will also continue to be driven by their perceptions of the new demands in their global
HRM has to act in a proactive and responsive way to earn its stripes as a profit
34
Indonesian and Korean trends for example, see the growth of family conglomerates.
Perhaps in a few generations even these companies will separate into distinct units
survivor in this changing landscape. More will probably realise this and seek to grasp
it. Like Sony, McDonalds, Coca Cola and others, this allows a single identity in many
different paradigms or cultures. Surely a recipe for success in the new millenium.
For HRM adapting and realising the learning organisation as a model for their
company will provide the platform for cross-cultural business to prosper (Fukanawa
1997). In this model, learning is rewarded at all levels (individual, team, business unit
technology and business management practices which are responsive to the different
35
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Penguin Group
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Smith P. 1992 Organisational Behavior and National Cultures. British Journal Of
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Academy of Management Executive, 1, 117 – 26, cited by Smith 1992 op. cit.
38
Author Biography:
John M. Read
Managing Consultant,
John has over twenty years corporate experience as a specialist Human Resource
University of Melbourne
John is currently studying for his Masters of Science in Asia-Pacific Human Resource
39