For example, (Minbaeva, Pedersen et al. 2003) discussed the capacity of knowledge transfer and subsidiary absorption component in multinational corporations (MNCs) and emphasized that resource-based knowledge within HR activities, including training and development, has competitive advantages for promoting SHRM effectiveness in multinational corporations. Furthermore, (Björkman and Lervik 2007) further explore that few factors can contribute to the effectiveness of SHRM in MNCs including implementation, internationalization and integration, defined as social process between subsidiary and control center of the organization. In addition to this, (Wei and Lau 2005) identified three other elements that lead MNEs in China to adopt SHRM: market orientation, importance of human resources and supported human resource management competence by competent leadership and company staff. In this regard, (Wang, Bruning et al. 2007) found that there were fewer differences in the execution of HR activities between foreign, public and private enterprises, despite the relationship between HR activities and organizational goals being stronger for private companies followed by those with foreign participation and listed on the stock exchange. The contemporary findings appear to be consistent with those of other scholars who have found that corporate human resources strategy is determined by the influence of the national economy and