Examining Cross-Cultural HR Practices in Family Firms

This paper examines the human resource practices and their implementation in three small-sized family firms, which originated from Taiwan and are currently operating in Shanghai, Mainland China. Based on semi-structured interviews and non-participant observation, we examined the role of human resources (HR) practices in business operation processes. These HR practices include recruiting and selection, training, performance appraisal, compensation, employee involvement, and CEO succession. Specifically, we investigated the difference between family employees and nonfamily employees in the implementation of these HR practices.