Towards a hybrid model? A systematic review of human resource management research on Chinese state-owned enterprises (1993–2017)

Figures & data

Table 1. Employment in state-owned enterprises in China (1978–2016) (figure in 1000 person).

Year	Total of urban employment	Total employment of state-owned units and % of total of urban employment
1978	95,140	74,510 (78%)
1985	128,080	89,900 (70%)
1990	170,410	103,460 (61%)
1995	190,400	112,610 (59%)
2000	231,510	81,020 (35%)
2003	262,300	68,760 (26%)
2006	296,300	64,300 (22%)
2009	333,220	64,200 (19%)
2013	382,400	63,650 (17%)
2016	414,280	61,700 (15%)

Source: compiled from the China Statistical Yearbook 2017 (National Statistical Bureau of China, 2017).

Table 2. Number of articles on HRM in SOEs published from 1993 to 2017 (N = 178)^a.

Publication Year	No. of articles found	Publication Year	No. of articles found	Publication Year	No. of articles found
1993	1	2002	10	2011	14
1994	2	2003	8	2012	15
1995	2	2004	7	2013	7
1996	1	2005	4	2014	5
1997	3	2006	14	2015	8
1998	1	2007	5	2016	13
1999	7	2008	11	2017	6
2000	6	2009	12
2001	3	2010	13

^a 1993 was when the first article was found.

Table 3 List of academic journals included in this systematic review (N = 178).

Types of journals	Journal titles	Total number of articles
General business and management journals	Journal of Business Ethics (6); Management and organization review (5); Organization Studies (3); Journal of Management Studies (2); Accounting, organizations and Society (2); Academy of Management Journal (1); Academy of Management Perspectives (1); British Journal of Management (1); Business & Society (1); International Journal of Contemporary Hospitality Management (1); Journal of Business Economics and Management (1); Journal of Organizational Change Management (1)	25
Strategic management and international business journals	Journal of International Business Studies (4); Journal of World Business (2); Strategic Management Journal (2); Journal of International Management (1)	9
Organizational behaviour journals	Journal of Organizational Behavior (3); Journal of Managerial Psychology (2); Leadership & Organizational development Journal (1); Journal of Occupational and Organizational Psychology (1); Organizational Behavior and Human Decision Processes (1)	8
HRM and industrial relations journals	International Journal of Human Resource Management (60); Human Resource Management (7); Employee Relations (4); Human Resource Management Review (3); Personnel Review (3); British Journal of Industrial Relations (2); Human Resource Development Quarterly (2); Human Resource Management Journal (2); Human Relations (2); Industrial Relations (2); International Journal of Manpower (2); Work, Employment and Society (2); Journal of Industrial Relations (1); Industrial and Labor Relations Review (1); International Labour Review (1)	94
Specialized regional studies journals	Asia Pacific Business Review (14); Asia Pacific Journal of Management (8); Asia Pacific Journal of Human Resources (10); Chinese Management Studies (5); The China Quarterly (3); Journal of Contemporary China (1); Modern China (1)	42
Review articles: 21 Empirical articles: 157

Figure 1. Theoretical paradigms of HRM research on Chinese SOEs.

Table 4. Major theories used in empirical articles (N = 157).

	Publication period
Theories^a	1993–1997	1998–2002	2003–2007	2008–2012	2013–2017	Total
Organizational behavior	0	2	7	17	16	42
Cultural theories	0	3	8	9	7	27
Institutional theories	1	8	4	4	8	25
Strategic HRM	0	2	6	10	4	22
Social relationship	1	1	1	6	4	13
Gender	0	1	0	3	2	6
Resource-based view	0	0	2	2	2	6
Sociological theories	0	1	3	0	0	4

^a A few empirical studies may adopt two or three theoretical frameworks. Instead of listing all the theories, this table only includes the main theoretical foundations appearing in 157 empirical studies.

Table 5. A summary of theoretical foci, main assumptions and examples of studies.

Theories^a	Theoretical focus^a	Main theoretical assumption	Examples of studies
Institutional theories	Path dependence	The evolutions of HR practices are to some extent in historically situated institutional contexts	Chen et al. (2016); Zhu et al. (2012)
	Institutional isomorphism	A set of HR practices in SOEs are becoming similar with those in private and foreign invested enterprises in part because they are under similar institutional constraints	Gamble (2003); Whelan and Muthuri (2017)
	Regulative institution	A wide variety of government policies, legal systems (e.g., contract responsibility system and modern enterprise system) and coercive rules shape HR dimensions related to SOEs	He and Fang (2016); Morris et al. (2001)
	Normative institution	HR activities in SOEs are under pressure from informal constraints, such as moral responsibilities, ethical systems and work norms	Björkman (2002); Cooke et al. (2015)
	Institutional logic	SOEs would adjust their HR practices to conform to multiple or incompatible institutional logics, such as legitimacy-oriented and market-oriented logics	Huang (2016); Wang et al. (2016)
Cultural theories	Hofstede’s (1980) model on cultural dimensions	China is characterized in Hofstede’s (1980) cultural dimensions as ‘high power distance’. As such, there could exist low trust among (horizontal) coworkers and a high level of standardization between hierarchically differentiated (vertical) positions	Kim et al. (2016); Kwon (2012)
	Confucian culture	Confucian cultural values have considerably facilitated employees’ loyalty, respect for authority and seniority, and workplace harmony in SOEs	Huang and Gamble (2011); Snell and Tseng (2003)
	Corporate culture	Every SOE is equipped with its unique organizational culture, which acts as a kind of social control that guides employee behaviours and business strategies	Chen, Wakabayashi, and Takeuchi (2004); Liu (2003)
Strategic HRM theories	Strategic HRM	Human resources are valuable resources for corporate success. HRM systems in SOEs should be in line with their business strategies. In doing so organizational performance could be improved	Ding and Akhtar (2001); Wei et al. (2011)
	High-performance work systems	There are a bundle of best work practices (e.g., performance appraisal, sophisticated training, and information sharing) which can give rise to firm performance	Zhang and Li, (2009); Zhang and Jia (2010)
	High-involvement work systems	High-involvement work systems comprise several flexible practices, including employee participation, information sharing, autonomous problem solving and work design, which may lead in some ways to better firm performance (Boxall & Macky, 2009)	Ouyang et al. (2016)
Social relationship theories	Guanxi	Guanxi not only symbolizes interpersonal relationships but also represents semi–family ethics (i.e., responsibility for coworkers and supervisors as well as community identity) rooted in the workplace	Chen, Friedman, Yu, and Sun, (2011); Gu and Nolan (2017)
	Social network	A mix of instrumental and expressive networks in the workplaces have an impact upon employee behaviour and task performance. Moreover, the business–to–government and business–to–business networks may also shape the evolution of HR practices in SOEs	Han and Han, (2009); Ma (2012)
	Social capital	Companies’ HR decisions are somewhat based on social capital criteria. To be more specific, companies are more likely to hire employees with rich social capital in order to grapple with the market competition	Zhang, Liu, Loi, Lau, and Ngo, (2010); Zhang and Lin (2016)
OB theories	Organizational identity	Organizational identity is closely linked to employees’ attitudes (i.e., intentional turnover and work satisfaction) and behavioural outcomes (i.e. task performance)	Begley et al. (2006); Xing and Liu (2016)
	Motivation theory	Employees have a low work motivation in traditional work units, like danwei, whereas the modern HRM system is able to motivate employees	Ebrahimi (1999); Zhang et al. (2016)
	Organizational commitment	Individuals who are committed to their companies tend to have an emotional connection with their companies, which could have an influence upon job satisfaction, individual and organizational performance	Chen, Wang, Huang, and Rodgers (2012); Wang (2004)
	Organizational citizenship behaviour	Organizational citizenship behaviour is investigated as a mediating factor of the association between high-performance work systems and firm performance	Sun, Aryee, and Law (2007); Wong, Ngo, and Wong (2006)
	Leadership theory	Different types of leadership styles (e.g., servant and transformational leadership) have a direct effect on the relationships between employees and managers and may indirectly influence employee behaviour	Huang, Shi, Zhang, and Cheung, (2006); Zhang et al. (2011)
	Expectancy theory	Expectancy theory claims that a suitable role and expectancy of that role may enhance job motivation, leading to high performance both at the individual and organizational level (Guest, 1997)	Wang, Yi, Lawler, and Zhang (2011); Wu, Chen, and Leung (2011)
Gender theories	Gender	The career experiences (e.g., recruitment, pay, and promotion) of men and women are different in Chinese SOEs due to gender discrimination	Leung (2002); Xiu and Gunderson (2013)
Resource- based view	Resource-based view	SOEs adopt certain HR practices based on their existing resource endowments, including both observable assets and intangible capabilities	Zhou, Li, Zhou, & Su (2008); Zhu et al. (2005)
Marxist theories	Class theory	The marketization of SOEs has initialized employees’ class consciousness, enabling labor struggle to trigger positive outcomes	Chen (2006)
	Socioeconomic framework	Workers’ motivation to engage in education and training is associated with their position vested in the socio-economic systems as well as their life course	Price & Fang (2002); Xiao & Tsang (2004)
Critical sociological theories	Labor process theory	The transformation from the state-planned to the market economy has brought about significant changes in diverse components of the labor process	Chiu (2006)

^a Not all the theories and theoretical foci are included in this table due to space limitation. We only listed the most used theories explicitly adopted in previous empirical studies.

Table 6. Empirical articles and methodology (N = 157).

	Methodology
Publication year	Qualitative methods	Quantitative methods	Mixed methods	Total
1993–1997	6	2	1	9
1998–2002	13	10	3	26
2003–2007	9	24	2	35
2008–2012	13	35	2	50
2013–2017	12	21	4	37
Total	53	92	12	157

Table 7. An analysis of levels of context/antecedents phenomenon consequence of HRM studies in Chinese SOEs (N = 157).

Themes	Main theories	Main methodology	1993–1997	1998–2002	2003–2007	2008–2012	2013–2017	Entire period
Levels of context/antecedents
National-level context
Institutional transformations	Institutional theory	Qualitative	3	7	5	7	4	26
Traditional culture	Cultural theory	Qualitative	0	1	2	6	6	15
Industrial-level context
Downsizing	Institutional theory	Qualitative	0	7	2	0	1	10
Inter–organizational networks	Social relationship theory	Qualitative	1	1	2	0	2	6
Organizational-level context
Leadership styles	Social relationship and OB theories	Qualitative and Quantitative	0	0	1	4	4	9
Personal relations	Social relationship and OB theories	Quantitative	0	1	1	1	0	3
Organizational culture	Cultural theory	Qualitative and Quantitative	0	0	3	1	0	4
Business Strategy	Institutional theory and Resource–based view	Qualitative and Quantitative	0	0	1	1	2	4
Phenomenon (firm-level)
Key dimensions of HR practices
Compensation and benefits	No clear theories	Qualitative	3	2	3	2	1	11
Recruitment and selection	Social relationship theory	Qualitative	2	3	1	2	1	9
Training and development	No clear theories	Qualitative	3	2	2	0	0	7
Conflict management	No clear theories	Qualitative	1	2	2	1	0	6
Performance management	No clear theories	Qualitative	1	1	0	1	0	3
Labor contract	No clear theories	Qualitative	2	1	0	0	0	3
Career management	No clear theories	Qualitative	1	0	0	1	0	2
Sub total^a			5	6	4	5	2	22
Outcomes
Organizational outcomes
Firm performance	Strategic HRM	Quantitative	0	2	6	9	4	21
Individual outcomes
Intangible outcomes
Employee Perception	OB theories	Quantitative	0	0	2	4	3	9
Organizational commitment	OB theories	Quantitative	0	1	2	3	2	8
Organizational citizenship behavior	OB theories	Quantitative	0	0	3	2	1	6
Employee Satisfaction	OB theories	Quantitative	0	0	1	2	2	5
Employee stress	OB theories	Quantitative	0	0	1	2	1	4
Ethical behavior	OB theories	Quantitative	0	0	0	1	2	3
Employee motivation	OB theories	Quantitative	0	0	0	1	2	3
Organizational identification	OB theories	Quantitative	0	0	2	0	0	2
Tangible outcomes
Job security	OB theories	Quantitative	0	0	1	0	1	2
Financial output	Gender and sociological theories	Quantitative	0	0	0	0	2	2
Individual creativity	OB theories	Quantitative	0	0	0	1	1	2
Individual performance	OB theories	Quantitative	0	0	0	0	1	1
Sub total^a			0	1	8	16	12	37
Total			9	26	35	50	37	157

^a A sizeable proportion of empirical articles included in ‘Key dimensions of HR practices’ and ‘Individual outcomes’ categories examined various sub-categories simultaneously. Hence, the aggregated number listed in the sub-categories would exceed the sub-total number shown in the categories.

Figure 2. An integrative framework of research of HRM in Chinese SOEs. *HPWS: high-performance work systems; HIWS: high-involvement work systems; HCWS: high-commitment work systems.

Table 8. A summary of current research gaps and directions for future research of HRM in SOEs.

Subject matters	Current research gaps	Directions for future research
Theoretical matters	Lack of homegrown theories	Carrying out the ‘inside out’ approach: building indigenous HRM theory with Chinese unique characteristics, such as the hybrid HRM model
	Absence of mutual connections between theories at different levels	Redirecting special attention to the heterogeneity and complexity of macro-level institutional settings and combining theoretical foundations at different levels
Methodological matters	Problems related to performance measure	Placing a greater emphasis on subsequent performance rather than past performance Conducting more research on non-financial and public performance (e.g., public service performance and public image)
	Limited data collection methods	Acquiring ‘big data’ on a large number of SOEs across the country Requiring more unstructured interviews and in–depth ethnographic studies
	Lack of narrative methods	Utilizing narrative techniques to investigate the lives and experience of employees in SOEs
Thematic matters	Remiss about recent institutional reforms in SOEs	Attending to the up-to-date national reforms, such as the reforms in SOEs’ compensation systems, and exploring their short-term and long-term influences on HR practices
	Insufficient attention paid to functional HR practices	Focusing on the recent impact of ICT on single HR functions (e.g., training, performance management, and talent management) in SOEs
	Dearth of studies on single SOE issues, such as the evolution of pay practices	Considering SOEs together with their special HR practices as a single subject matter to bring forth a more thorough explanation regarding any new and particular developments in SOE-related HR activities

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