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A publicação pode ser exportada nos seguintes formatos: referência da APA (American Psychological Association), referência do IEEE (Institute of Electrical and Electronics Engineers), BibTeX e RIS.

Exportar Referência (APA) 
Ma, S. & Trigo, V. (2012). The "country-of-origin effect" in employee turnover intention: evidence from China. International Journal of Human Resource Management. 23 (7), 1394-1413
Exportar Referência (IEEE) 
S. Ma and V. M. Trigo,  "The "country-of-origin effect" in employee turnover intention: evidence from China", in Int. Journal of Human Resource Management, vol. 23, no. 7, pp. 1394-1413, 2012
Exportar BibTeX 
@article{ma2012_1732197102814,
	author = "Ma, S. and Trigo, V.",
	title = "The "country-of-origin effect" in employee turnover intention: evidence from China",
	journal = "International Journal of Human Resource Management",
	year = "2012",
	volume = "23",
	number = "7",
	doi = "10.1080/09585192.2011.579923",
	pages = "1394-1413",
	url = "http://www.tandfonline.com/doi/full/10.1080/09585192.2011.579923"
}
Exportar RIS 
TY  - JOUR
TI  - The "country-of-origin effect" in employee turnover intention: evidence from China
T2  - International Journal of Human Resource Management
VL  - 23
IS  - 7
AU  - Ma, S.
AU  - Trigo, V.
PY  - 2012
SP  - 1394-1413
SN  - 0958-5192
DO  - 10.1080/09585192.2011.579923
UR  - http://www.tandfonline.com/doi/full/10.1080/09585192.2011.579923
AB  - The increasing presence of foreign direct investment in China has boosted the competition for talent among different multinational corporations (MNCs) from diverse national backgrounds. This article investigates the differences in the human resource management (HRM) approaches adopted by the US, European, and Japanese MNC subsidiaries operating in China and explores the relationships between employees' perceptions toward the HRM approaches and turnover intention. Significant differences in the HRM approaches and employees' level of turnover intention were found, indicating a 'country-of-origin effect' in HRM approaches that subsequently influences employees' attitudes. In addition, this article produces evidence suggesting that the perception of HRM characteristics predicts employees' intentions to quit. Implications for HRM convergence or divergence debate are discussed.
ER  -