For example, (Minbaeva, Pedersen et al. 2003) discussed the capacity of knowledge transfer and the subsidiary absorption component in multinational companies (MNC) and highlighted that knowledge based Resources under HR activities, including training and development, have competitive advantages in promoting SHRM effectiveness in multinationals. Furthermore, (Björkman and Lervik 2007) further explore that few factors can contribute to the effectiveness of SHRM in multinationals, including implementation, internationalization and integration called social process between the subsidiary and the organization's control center. Apart from this (Wei and Lau 2005) identified three other elements that lead Chinese MNCs to adopt SHRM: market orientation, importance of HRM and HRM competence supported by competent management and the 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 companies, although the relationship between HR activities and objectives organization was strongest for private companies, followed by foreign-invested companies. company and listed on the stock exchange. The contemporary results appear to be consistent with those of other researchers who have found that companies' HR strategy is determined by the influence of the national economy and