| Abstrakt: |
This study investigates and analyzes qualitatively the effects of HRM implementation on managerial capacity development. Empirically, the study draws on a 4-year longitudinal in-depth qualitative case study of Volvo Car Corporation's establishment in the Chinese market through its subsidiary Volvo Car China. The findings show that HRM at the case organization followed an implementation trajectory of establishing and building, deploying and broadening, reconfiguring and augmenting, and integrating and deepening. Managerial capacity development by means of ambience, permeability, accretion, and pertinence of competencies and the role of the local capacity context and its influence on local managerial capacity development is discussed. [ABSTRACT FROM AUTHOR] |
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