The Patterns of Human Resource Management: Eight Cases of Chinese‐Japanese Joint Ventures and Two Cases of Wholly Japanese Ventures

HRM and decision‐making patterns can affect the overall effectiveness of joint ventures. Discusses the results of case studies of Chinese‐Japanese and wholly Japanese ventures in China. Proposes that the Japanese managerial strategies may be more suited to building the new management norms in the initial phases of the joint venture while the Chinese managerial style ensures continued progress, within the Chinese cultural context, in the more advanced stages of the joint venture.