Several researchers advocating convergence
approach claimed that HRM would be converged and universalized under the impacts of environmental changes such as globalisation and
technological improvement while others following the divergence approach stated that there were many variables acting as constraints on
implementing 'best practice'. This paper firstly will critically discuss these two perspectives. Then, it will analyse a case study of the transfer of
HRM practices from a UK retail firm - StoreCo to its Chinese subsidiaries to answer this question.