Overcoming the ethnocentric firm? – foreign fresh university graduate employment in Japan as a new international human resource development method

Figures & data

Table 1. The viability of international HR development methods in MNEs’ headquarters operations.

		Distinctivness of headquarters employment system
		Low	High
Workforce diversity in headquarters	Low	Inpatriation, self-initiated assignees	Foreign fresh university graduates (FFGs)
	High	Inpatriation, self-initiated assignees	Inpatriation, self-initiated assignees

Note: The highlighted fields show the best institutional fit.

Table

Sector	Total number of employees (Thousands)	Overseas sales as % of total sales (%)
Electronics	100–150	Over 60
IT infrastructure/services	150–200	Over 40
Trading company	5–10	Over 20
Chemicals	50–100	Over 40
IT infrastructure/services	100–150	Over 20
IT network/systems	5–10	N/A
Heavy machinery	25–50	Over 40
Advertising	>5	N/A
Logistics	150–200	Under 10
Chemicals	25–50	Over 20
Engineering	0.5–1	N/A
Electronics/home appliances	200–300	Over 40
IT network/systems	10–25	Over 10
IT network/systems	0.1–0.5	Under 10
Banking & finance	50–100	Over 20
Automobile	100–150	Over 60
Trading company	50–100	Over 20
Trading company	25–50	N/A
IT infrastructure/services	5–10	Under 10

Table

Nationality	N = 33	Industry	N = 33
Chinese	16	IT/ communication	8
Korean	5	Electronics	6
Singaporean	6	Finance	5
British	3	Trading	4
Other	3	Retail	2
Gender	N = 33	Chemicals	2
Male	14	Consumer goods	2
Female	19	Other	4
Highest degree	N = 33	Contact method	N = 33
Japanese university	15	Company not involved	29
University overseas	18	Company involved	4