【正文】 ewed as being able to succeed by gaining and retaining control over scarce valuable resources, such as human resources.. Competitive advantage theory Competitive advantage theory dictates that a petitive advantage exists if the resource is rare, inimitable, nonsubstitutable and valuable. Competitive advantage can be sustained through continued training, support of organizational culture, selection processes and other traditional human resource practices.. Institutionalist theory Institutionalism suggests that organizations operate in a manner consistent with the rationalized myths (合理性迷思) 合理性迷思: (rationalized myths) 以及儀式性的規(guī)範(fàn)意義，使得行這種類型者得以在組織環(huán)境中增加其正當(dāng)性。s productive capacities. The crux of this theory is that people are of value to the grganization because they make it productive. In essence, the organization has invested in people just as if they had invested in machinery, viewing them as an additional type of capital.. Life cycle theory Life cycle theory notes that there are several stages of the life of an organization. These stages have been described as startup, growth, maturity, decline, and revival. As an organization moves through these stages, researchers have suggested that HRM practices that fit with the life cycle stage of the organization will result in organizational effectiveness.. Role behavior theory Role behavior focuses on the interdependent role behaviors as building blocks for the organizational system. According to Katz and Kahn (1978), role behaviors are defined as “the recurring (再現(xiàn)) actions of an individual, appropriately interrelated with the repetitive activities (反復(fù)活動(dòng)) of others so as to yield a predictable oute.” The primary means by which the organization sends role information through the organization, supports desired behaviors, and evaluates role performances is HRM.. Transactions cost theory Transactions cost theory takes an economic viewpoint of the creation of governance structures that establish, monitor, evaluate, and enforce exchanges previously upon. Central to this theory are two assumptions: bounded rationality and opportunism. Opportunism assumes that if any potential for advantage exists, it will be taken. On the part of employees, the potential for opportunism exists when the employee is specially trained or possesses specialized knowledge or skills that have a market value to other organizations. Bounded rationality dictates that there are a limited number of options that can be assessed by any given organization prior to making a decision. Human resource activities seek to take advantage of bounded rationality while attempting to prevent the exercise of opportunism through the execution of contracts, the creation of monitoring and pliance assurance systems and through the revision of the contracts when necessary.6. The differences between personnel and HRM, HRM and IHRM The differences between personnel and HRMProviding affirmative answer to both these questions is the insightful characterization offered by Storey (1992). Storey offered 27points of differences between personnel / industrial relations and HRM. In turn, these 27points were grouped into three categories: beliefs and assumptions, strategic aspects, and key levers. Reduced Storey’s characterization in the figure below offers a scheme differences personnel and HRM.parisons between pesonnnel and HRM The differences between HRM and IHRMThis differences will be discussed in the ing relative chapters. Questions for Chapter 1 Explain the following questions in your own words. Remember to be briefly. The definitions of IHRM and SIHRM, understanding the model for SIHRM。 The theories for HRM: resource dependence theory, petitive advantage theory, agency theory, general system theory, human capital theory, transactions cost theory.Chapter 2 Country Culture and MNE Culture1. The most important issue: cultureKnowledge about and petency in working with country and pany cultures is the most important issue impacting the success of international business activity. And possibly the area of business that is most impacted by cultural differences is the human resource function. That is, the most important issue in the successful conduct of both international business and international HRM is: culture. Accordingly, this chapter provides an introduction to the concept of culture as it impacts the conduct of international business, in general, as well as ways in which cultural differences impact the responsibilities of international human resource management, in specific. Because it is so closely linked with the issue of culture (both in its focus and in how it is conducted), this chapter also discusses research in IHRM and the importance of research in helping to understand the impact of culture on the international organization and on IHRM.Every country has at least some differences from all others, ., its history, government, and laws. The more countries with which a firm interacts (sells, sources, hires or transfers employees, develops joint ventures, etc.), the more plex and difficult conducting business bees. The primary cause of this plexity and high level of difficulty has to do with the importance and critical nature of the differences between various countries39。s culture:Gives them a sense of who they are, of belonging, of how they。s varying values, beliefs, and behavior patterns are critically important to the success of every aspect of international business, including such activities as crossnational negotiations, sales interactions between people from different countries, management of the performance of employees from different countries, the understanding and treatment of contracts between firms from different countries, and all HR responsibilities, such as staffing, pensation, training, labor relations, and performance appraisal.Often, business peopleparticularly those with limited international experience operate wi