2 - The Convergence-Divergence Banter

Starting during the 1950s, and proceeding through the 1960s, a few researchers put forth a solid defence for the intermingling proposition dependent on the comparability of association, innovation, activities, and arranging across countries and societies [1,2,3]. This was trailed by various multifaceted scholars and others contending that the solid contrasts in social standards and qualities made intermingling at all levels profoundly far-fetched [4,5,6,7].

The convergence-divergence banter was reached out to the field of HRM by a few driving researchers [8,9,10,11,12,13,14]. These and different researchers of similar worldwide HRM started work on the convergence-divergence theories to assist us with bettering comprehending the elements of IHRM [15,16,17,18,19,20,21,22].

To concentrate on these mind-boggling issues, we want to have an unmistakable comprehension of what we mean by the terms convergence, divergence, and cross-vergence, and how these themes can be best inspected, particularly for an under-explored and incredibly different local setting. To this end, Guo (2015) as of late offered a nitty-gritty clarification of the postulations of cultural convergence, divergence, and cross-vergence. As per the author, the convergence thesis centres around the production of likeness in the reasoning, qualities, perspectives, and practices of people because of the rise of a typical conviction framework/rationale. Then again, the divergence thesis proposes that because of an assortment of variables, people from a country/society will hold their particular inclinations, thinking, outlooks, qualities, mentalities, and practices over the long run [10,15,23].

At long last, the cross-vergence theory recommends that because of the dynamic and expanding interface of worldwide socio-cultural impacts and business ways of thinking, a novel value system keeps on arising in the worldwide society [24]. As per below, we present an outline of the primary powers contributing towards convergence-divergence.

Convergence:

• Industrialization and normalization of products and services
• Globalization brings about a relationship
• Mechanical turns of events
• Internationalization of organizations
• Cross-national dispersion of work processes
• A move towards the 'best practice' model and the development of comparative patterns (execution based frameworks and also annulling of deep-rooted work) 

Divergence:

• Variety of social worth directions
• Assortment of capitalism
• Unmistakable national business frameworks
• Different and special legitimate set-up
• Intra-national heterogeneity on the off chance that of enormous countries

Connecting the convergence-divergence discussion to the field of HRM, Brewster et al. (2015) as of late offered a reasonable clarification of the likenesses (given single time examination) versus intermingling (which means meeting up throughout some time), directional convergence (were units of investigation share similar patterns) and last convergence (suggesting a reduction in contrasts between units of examination). For reasons for this article series, we return to these peculiarities to feature the converging and diverging patterns in HRM in the Asia-Pacific locale. Tending to the convergence-divergence banter in the Asia-Pacific setting will assist us with comprehension assuming that the HRM frameworks and practices in these nations are becoming comparable as they experience monetary development and improvement and with proceeded with the advancement of the HRM work. 

Further, this examination can likewise assist explain assuming that HRM in these economies is turning out to be more similar to HRM in the developed nations and regardless of whether this is bringing about the development of 'best practices. If to be sure the HRM frameworks of the nations in this locale are starting to take after those of the developed economies in the west, common sense would suggest that scholars should research the elements prompting this intermingling. On account of multinational companies (MNCs) working in the locale, there is reported proof of the presence of the 'best practice' model [25,26]. In any case, given the heterogeneity of the economies around here, there is a solid chance that the HRM models rehearsed in the different countries are very unique, with every nation recognizing and utilizing what works 'best' for them. For this situation, too, it is critical to comprehend the elements adding to the advancement of such unmistakable ways to deal with HRM in the Asia-Pacific economies.

References:

[1] Galbraith, J. K. (1967). The new industrial state. Boston: Houghton Mifflin.

[2] Harbison, F., & Meyers, C. A. (1959). Management in the industrial world. New York: McGraw-Hill.

[3] Kerr, C. (1983). The future of industrial societies: Convergence or continuing diversity. Cambridge: Harvard University Press.

[4] Hofstede, G. (1991). Culture's consequences: Software of the mind. London: McGraw-Hill Book Company. 

[5] Hofstede, G. (1993). Cultural constraints in management theories. Academy of Management Executive, 7(1), 81–94.

[6] House, R., Javidan, M., Hanges, P., & Dorfman, P. (2002). Understanding cultures and implicit leadership theories across the globe: An introduction to project GLOBE. Journal of World Business, 37(1), 3–10.

[7] Ralston, D. A., Holt, D. H., Terpstra, R. H., & Yu, K. -C. (1997). The impact of national culture and economic ideology on managerial work values: A study of the United States, Russia, Japan and China. Journal of International Business Studies, 28(1), 177–207.

[8] Brewster, C. (2004). European perspectives on human resource management. Human Resource Management, 14(4), 365–382. 

[9] Brewster, C., & Mayrhofer, W. (2012). Comparative human resource management: An introduction. In C. Brewster, & W. Mayrhofer (Eds.), Handbook of comparative human resource management (pp. 1–23). Cheltenham: Edward-Elgar. 

[10] Brewster, C., Mayrhofer, W., & Cooke, F. L. (2015). Convergence, divergence and diffusion of HRM in emerging markets. In F. Horwitz, & P. Budhwar (Eds.), Handbook of human resource management in emerging markets (pp. 451–469). Cheltenham: Edward-Elgar.

[11] Budhwar, P., Schuler, R., & Sparrow, P. (Eds.). (2009). Major Works in International Human Resource Management. London: Sage (4th Volume).

[12] Dowling, P., Festing, M., & Engles, A. (2013). International human resource management. London: Thomson.

[13] Sparrow, P., & Budhwar, P. (1997). Competition and change: Mapping the Indian HRM recipe against world-wide patterns. Journal of World Business, 32(3), 224–242.

[14] Tregaskis, O., & Brewster, C. (2006). Converging or diverging? A comparative analysis of trends in contingent employment practice in Europe over a decade. Journal of International Business Studies, 37(1), 11–126.

[15] Katz, H., & Darbishire, O. (2000). Convergence-divergence: Worldwide changes in employment systems. Ithaca, NY: ILR/Cornell University Press.

[16] Liu, S. S., Lau, C. -M., & Ngo, H. -Y. (2004). Global convergence, human resource best practices and firm performance: A paradox. Management International Review, 44(2), 67–86.

[17] Mcgaughey, S. L., & De Cieri, H. (1999). Reassessment of convergence and divergence dynamics: Implications for international HRM. International Journal of Human Resource Management, 10(2), 235–250.

[18] Paik, Y., Chow, I. H. -S., & Vance, C. M. (2011). Interaction effects of globalization and institutional forces on international HRM practice: Illuminating the convergencedivergence debate. Thunderbird International Business Review, 55(5), 647–659.

[19] Pudelko, M., Carr, C., Fink, G., & Wentges, P. (2006). The convergence concept in cross cultural management research. International Journal of Cross Cultural Management, 6(1), 15–18.

[20] Rowley, C., & Benson, J. (Eds.). (2004). The management of human resources in the Asia-Pacific Pacific region: Convergence reconsidered. London: Frank Cass.

[21] von Glinow, M. A., Drost, E. A., & Teagarden, M. B. (2002). Converging on IHRM best practices: Lessons learned from a globally distributed consortium on theory and practice. Human Resource Management, 41(1), 123–140.

[22] Witt, M. (2008). Convergence 10 years on: Impact and further potential. Journal of International Business Studies, 39(1), 47–52.

[23] Thomas, L., Billsberry, J., Ambrisini, A., & Barton, H. (2014). Convergence and divergence dynamics in British and French business schools: How will the pressure for accreditation influence these dynamics? British Journal of Management, 25(2), 305–319.

[24] Ralston, D. A. (2008). The crossvergence perspective: Reflections and projections. Journal of International Business Studies, 39, 27–40.

[25] Bjorkman, I., & Lervik, J. E. (2007). Transferring HR practices within multinational corporations. Human Resource Management Journal, 17(4), 320–335.

[26] Budhwar, P. (2012). Management of human resources in foreign firms operating in India: The role of HR in country-specific headquarters. International Journal of Human Resource Management, 23(12), 2514–2531.

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