Hyeyoun Park

Dr Hyeyoun Park

Lecturer in Strategy and International Business
+44 (0)1483 689231
50 MS 02
Student feedback & Consultations hours: By appointment


University roles and responsibilities

  • Early Career Researcher (ECR) Forum Representative

    My teaching

    My publications


    Chris Changwha Chung, HYEYOUN PARK, Jeoung Yul Lee, Kwanghyun Kim (2015)Human capital in multinational enterprises: Does strategic alignment matter?, In: Journal of International Business Studies46(7)pp. 806-829 Palgrave Macmillan
    This research proposes a strategic human capital alignment framework to examine whether the alignment between subsidiary strategy (i.e., exportoriented vs local market-oriented strategy) and human capital (i.e., parent firm vs local-specific human capital) is positively related to subsidiary performance in multinational enterprises (MNEs). We further explore two important exogenous (i.e., foreign exchange rate change) and endogenous (i.e., MNE international experience) boundary conditions, since they may adjust the positive effect of strategic human capital alignment on performance. The analysis, based on 5604 subsidiary observations of 423 MNEs from 1990 to 2012, confirms the positive synergic effect of aligning subsidiary strategy and human capital and shows the moderating effects of foreign exchange rate change and MNE international experience. By presenting the importance of subsidiary strategy – global staffing alignment and the roles of external economic environments and internal organizational capabilities as boundary conditions, the strategic human capital alignment framework suggests that what makes human capital valuable for the firm is its alignment with strategic orientation. Thus managers should carefully deploy the appropriate type of human capital to fulfill the requisite organizational strategy and take into account changing external and internal contextual conditions in applying the framework.
    Hyeyoun Park, Chris C. Chung (2019)The Role of Subsidiary Learning Behavior and Absorptive Capacity in Foreign Subsidiary Expansion, In: International Business Review28(4)pp. pp685-695 Elsevier
    We examine how subsidiaries can implement business expansion successfully to capitalize on growth potentials. Building on our baseline hypothesis, which examines the effect of the extent of business expansion on subsidiary divestment, we also identify the boundary condition of the tendency of subsidiary’s learning behavior in foreign expansion. Specifically, we argue that subsidiaries that expand multiple businesses through competence-creating learning behaviors are more likely to be divested due to increasing complexity. We further suggest a remedial condition to offer a viable approach to implement business expansion through competence-creating learning successfully. Based on a sample of 6,040 foreign subsidiaries operating over 14 years, we show that affiliates are more likely to expand into unfamiliar business domains successfully if they have operated a wider scope of business domains.