Sign of ‘Cross-Vergence’ in Global HRM-CSR? The UK and Japan Compared

Research output: Chapter in Book/Report/Conference proceedingChapterpeer-review


This chapter is designed to explore and understand corporate social responsibility (CSR)-human resource management (HRM) practices in the UK and Japan (countries that have very different societal and cultural characteristics) from a national business system (NBS) perspective, in order to answer the following two questions: (a) the extent of convergence/divergence of CSR-HRM of two very different NBSs and (b) the institutional relations behind the convergence/divergence. The chapter argues that, as a result of increasing international competition and pressure from globalization, both institutional settings and societal-cultural norms have been affected, which have transformed their traditional HRM into a new ‘hybrid’ form of HRM, showing signs of ‘cross-vergence’. This chapter adopts a qualitative approach with comparative multiple case analysis. Three companies from each country are selected as representative cases of each business system.
Original languageEnglish
Title of host publicationHuman Resource Planning for the 21st Century
EditorsJosiane Fahed-Sreih
Number of pages24
ISBN (Print)978-1-78923-688-0
Publication statusPublished - 12 Sept 2018


  • CSR
  • national business system
  • HRM


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