The core workforce – peripheral workforce dichotomy and the transfer of Japanese management practices

The internationalization of Japanese sub-contracting networks, accompanied by the reproduction of Japan's industrial dualism across national borders, produces conditions for the emergence of the core workforce-peripheral workforce dichotomy at the level of the Japanese multinational corporation. We assess human resources management (HRM) practices in overseas Japanese firms against the peripheral model of Japanese management. The findings suggest that HRM practices in overseas Japanese firms deviate substantially from the pattern of management practices which are known to prevail among core employees in Japan. Furthermore, the findings suggest that the size of the firm as well as the type of the workforce are key variables in the practice of HRM in overseas Japanese firms.