This paper reviews existing Japanese human resource management (HRM) research that was published in 10 top-tier management journals from 1970 to 2007. Articles that were categorized as Japanese HRM research, ranging from macro HRM to micro organizational behavior (OB) papers that deal with Japanese organizations and/or employees as a research context or sample, were analyzed quantitatively by counting papers depending on several characteristics, including year of publication, research topics and context, and methodological approaches and so forth. The article count results over the total of 98 published articles related to Japanese HRM provide readers with evidence on how Japanese HRM research has evolved during the past four decades. The fmdings of this study are used to discuss directions for future Japanese HRM research that seem to have special potential for making contributions to the major international academic journals.

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Although there is a significant and growing body of literature concerning knowledge accumulation and knowledge transfer in multinational companies (MNCs, henceforth), it focuses mainly on MNCs from developed economies, viz. Triad countries. Little research has been carried out to examine the way in which knowledge is accumulated and transferred in MNCs originating in newly industrialised economies (NIEs, henceforth), in particular those from Hong Kong, Singapore and Taiwan. This view is, to a great extent, supported by a few researchers (e.g. Quer et al., 2007) who claim that extant research on knowledge management in Asia Pacific firms still remains in a nascent stage (Lu et al., 2008). This paper attempts to uncover the mechanism of knowledge accumulation and knowledge transfer in order to elucidate certain issues in relation to knowledge management in the context of large multinational Chinese Family Businesses (CFBs, henceforth). The empirical research was conducted in four Taiwanese-owned multinational CFBs in both headquarters (HQs, henceforth) and their overseas affiliates in Asia (Japan and People's Republic of China) and Europe (the UK and the Netherlands). Findings of the empirical research revealed the way in which family members, members of the inner circle, universities and research centres and foreign MNCs affect knowledge accumulation and knowledge transfer in multinational CFBs.

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This article discusses internal fit amongst human resource polices using a survey about performance-based pay in Japan. Four human resource policies derived from human resource practices named after human resource functions were used: wage policy suited for performance-based pay, promotion policy suited for performance-based pay, justice policy, and human resource development policy. In addition, this article investigates the effects of wage and promotion policies on performance-based pay to the firm's performance using justice policy and human resource development policy as contingent factors.
The results showed that even if both justice and human resource development policies were secured at a high level, both wage and promotion polices had no beneficial effect on the firm's performance.

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The present study examined whether turnover experience would affect the nature of the psychological contract between employees and employers. Two reasons exist for this study to look at turnover experience as a determinant of the psychological contract. First, the turnover rate is increasing in Japan, and the need has emerged for the management to work out how to treat newcomers from other organizations. Second, people who can change their employers tend to have some expertise and exhibit considerable bargaining power in their job hunting activities, which may cause differences in the nature of psychological contract between them and those who have continued to stay in the same organizations. The result indicated that some dimensions of psychological contract are differently perceived between the leavers and the stayers. The implications of the study and future directions are discussed.

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In recent years, the Chinese Companies have grown rapidly.Particularly, the Haier Grouphas been No.4 of the white electrics makers in the world.Facing global competition, thecompany must focus on knowledge assets.This paper explores how Haier has grown rapidlyand now continues to remain the position as a top brand in China from the viewpoint ofknowledge creation management.
This paper investigates knowledge creation management of Haier Group.At first, twofamous knowledge (creation) management models, Arthur Andersen model and Nonaka'smodel are introduced as previous studies.The knowledge creation management of HaierGroup was explained by combining the two models.Especially this paper examines HorseRace model, Haier's human resource management model, because the authors consider it themost important knowledge asset in Haier Group.The process of creation of knowledge assetsvia the Horse Race model was explained in terms of Nonaka's model and the Arthur Andersenmodel.
The results also suggest that a new model to explain Haier's knowledge creation practice is necessary.Future implications are discussed.

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