Cherrie Jiuhua Zhu

In today’s rapidly evolving business landscape, firms collaborate to access knowledge, sustain technological leadership, and enhance profitability. Despite extensive research on governance in a bifurcated world order, limited attention has been paid to how political and economic competition shapes cross-border collaborations. This study addresses this gap by examining the impact of rising geopolitical bifurcation and global value-chain decoupling on cross-border innovation collaboration in the Asia–Pacific region, with a focus on Australia and China. Drawing on institutional logic multiplicity and a bilateral geo-economic perspective, specifically the coupling–decoupling dynamics within globalisation and deglobalisation contexts, our multiple case analysis identifies four patterns of collaboration: synergistic, pragmatic, tensional, and opportunistic. This taxonomy offers a theoretical framework for understanding how cross-border collaborations evolve and adapt in response to shifts in geopolitical and economic interdependence. The study further highlights the challenges faced by Australian entrepreneurs and scientists in partnering with China to commercialise innovation while safeguarding technological leadership. Overall, the findings provide practical insights into navigating cross-border innovation collaboration within a bifurcated global order. JEL Classifications: F23, O31, O32, F50

Research on how to leverage high‐performance work systems (HPWS) and other strategic human resource management (HRM) systems to improve performance outcomes has long been a cornerstone of the HRM discipline. This study offers a comprehensive mapping of the field through bibliometric analysis and a thematic synthesis of 3503 peer‐reviewed articles published across 156 leading journals from 1995 to 2025. By revisiting the HRM‐performance relationship and tracing the evolving trajectories of scholarly inquiry, the review identifies four major thematic domains: (1) configurational HRM architectures, (2) multilevel HRM‐performance impacts, (3) “black box” mechanisms that mediate and moderate the HRM‐performance link, and (4) emerging topics in HRM systems in responding to crises and socio‐technological changes. The review finds evidence for complex transmitting patterns through which HRM systems improve performance, characterized by a horizontally interwoven and vertically multi‐level nature. The study addresses longstanding conceptual fragmentation by clarifying the structure and theorization of HRM systems and contributes a synthesized framework to guide future research. It also highlights promising but underexplored avenues, such as the role of algorithmic HRM, methodological pluralism, and configurational logics, in advancing the understanding of HRM‐performance dynamics. Practical implications are elaborated, translating theoretical findings into actionable guidance for practitioners.

In the face of growing global tendencies of anti-globalization and de-globalization, emerging economy multinational enterprises (EMNEs) are suffering from a trust deficit and multiple liabilities of foreignness in leading economies. The purpose of this study is to empirically examine the coping strategies of EMNEs towards the challenging institutional environment in host countries. It adopts a qualitative approach, conducting longitudinal multiple cases studies among MNE subsidiaries and employing interviews as the main method of data collection. The findings reveal that EMNEs are not passive recipients of the adverse institutional environment and adopt institutional adaptation as the only response strategy. Given that a single strategy cannot be effective, they have developed both proactive and protective strategies to handle the multiple liabilities of foreignness and trust deficit. This study can help EMNEs gain a better understanding of the dominance effect and develop more effective measures to manage challenging institutional environments in host countries. Given that interactions between institutional environments and firm-level strategies of MNEs remain under-researched, this study advances understanding of strategies and behaviours of MNEs in host countries.

Over the past several decades, Chinese universities have introduced various Western-style human resource management (HRM) practices to improve organizational performance. Such HRM innovations have resulted in new employment relations and paradoxical HR practices, which cannot be explained by the unitary institutional logic assumed by conventional HRM theories. Based on in-depth interviews of academic and administrative members, this study examines how Chinese universities struggle to reconcile competing institutional logics through HR innovations for ambidexterity. Our research reveals a unique transformation trajectory of personnel management in Chinese public universities. The findings indicate that human resource management in Chinese universities has been influenced by multiple logics of socialism, market, and corporation, heading along the neoliberal and managerial route while being shaped by strong state regulations. Chinese universities still have a long way to go to reconcile multiple institutional logics and achieve ambidexterity.

Drawing on the behavioral perspective, this paper integrates two stages of E-training (pre- and post-adoption stages) and introduces a conceptual framework for the successful adoption of E-training...

Expatriate management has evolved through the practices of developed economy multinational enterprises (DMNEs), with the aim of improving expatriate adaptability, cross-cultural adjustment, and performance. However, most of these studies focus on expatriates from developed countries and try to help DMNEs instead of emerging market MNEs (EMNEs). In a turbulent global economy, how EMNEs manage their expatriates when conducting business through their outward foreign direct investment (FDI) is understudied. This empirical study aims to address this research gap by utilising a qualitative approach and a multiple case study. It has conducted semi-structured interviews with expatriates, executives, and middle managers of Chinese MNEs in 2014. It contributes as one of the few to systematically examine expatriate related issues in the context of EMNEs with first-hand empirical evidence. The findings show that EMNEs are leapfrogging with their internationalisation and hence their expatriate policies are often ad hoc without systematic planning. Moreover, this study has contributed to practice, especially to EMNEs, regarding the way they need to improve their expatriate policies and practices.

(2020). The role of leadership in human resource management: perspectives and evidence from Asia Pacific. Asia Pacific Business Review. Ahead of Print.