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) Representative for Faculty of Arts and Social Sciences (FASS) Research and Innovation Committee (RIC)


    Postgraduate research supervision



    Tao Chen, Hyeyoun Park, Tazeeb Rajwani (2023)Diverse human resource slack and firm innovation: evidence from politically connected firms, In: International Business Review102244 Elsevier

    This study explores how political connections help firms promote innovation in emerging markets by facilitating the acquisition of required resources and knowledge and establishing collaborative relationships with external partners. Further, we emphasize that reconfiguration and acquisition of resources and knowledge are critical for firms to seize the opportunities by focusing on the role of human resource (HR) slack and state ownership in the innovation process. By specifying the HR slack based on the accumulated knowledge and experience of employees, we explain that the way firms integrate the resources and knowledge from political connections with an appropriate type of HR slack critically affects firm innovation. We also argue that state ownership strengthens the capabilities of politically connected firms to acquire resources and knowledge for firm innovation because political connections and state ownership enable firms to establish a dual pathway to access resources and knowledge. Based on data from 3,229 Chinese listed firms over a decade, our findings show the importance of highly-skilled HR slack to adequately allocate and absorb the resources and knowledge from political connections to foster firm innovation. The results also highlight the significance of state ownership in promoting innovation within politically connected firms.

    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.