| I examine HRM practices in 128 US-based Japanese firms across 13 different industries based on data collected through a mail survey. These firms vary on the continuum of relying on HRM practices that invest in employees and encourage employees' involvement as a return for the investment. I suggest two different explanations for the variance. First, HRM practices are explained as managerial choice given certain contingencies---strategic focus of a firm, available information on employee performance and labor market. Second, HRM practices are explained as a result of the institutional fusion of two different national cultures---Japanese and American. I tested both explanations statistically and found that both were supported. |
