44 research outputs found
HRM practices and knowledge transfer in MNCS
This chapter introduces HRM practices that help MNCs to overcome knowledge transfer barriers (knowledge-driven HRM practices). It argues that MNCs can institute various HRM practices that impact knowledge transfer barriers associated with behavior of knowledge senders and receivers.
HRM practices relevant for absorptive capacity of subsidiary employees form two groups â cognitive (job analysis, recruitment, selection, international rotation, career management, training and performance appraisal) and stimulative (promotion, performance-based compensation, internal
transfer, orientation programs, job design and flexible working practices). The application of cognitive HRM practices enhances the ability of knowledge receivers to absorb transferred knowledge, while the use of stimulative HRM practices increases their motivation. Temporary and permanent types of international assignments respectively influence the ability and motivation of
expatriate managers to share their knowledge.
Keywords: Human Resources; Personnel; Human Resource Management; Multinational
Corporations; Organizational Innovation; Organizational Learning
Negative Impact of HRM Complementarity on Knowledge Transfer in MNCs
This paper explores reasons for negative complementarity among HRM practices. It is
built upon the premise that there are certain HRM practices influencing extrinsic and
intrinsic motivation of knowledge receivers. If those HRM practices are applied in a
complementary way, their impact on knowledge-related outcomes will result in
crowding effect of extrinsic and intrinsic motivation and be negative. Hypotheses
derived from these arguments are tested on the data from 92 subsidiaries of Danish
multinational corporations located in 11 countries.
Extrinsic/intrinsic motivation, HRM practices, knowledge transfe
Explaining intra-organizational Knowledge transfer at the individual level
The knowledge-based view has recently been criticized for overlooking individual-level action and
interaction in favor of an over-emphasis on the firm-level capabilities. This paper seeks to respond to that
criticism by providing some individual-level explanations for a collective-level phenomenon â intraorganizational
knowledge transfer. We suggest that variations in individual ability, motivation and the use
of interaction opportunities provided by the organization explain part of the variation found in individuallevel
knowledge acquisition and use, and that this has an influence on organizational level knowledge
transfer within a firm. More specifically, we find that ability and intrinsic motivation are important drivers
of individual level knowledge acquisition and use, while extrinsic motivation has no impact. Furthermore,
the extent to which an individual uses interaction opportunities provided by the organization influences
knowledge transfer both directly and through a moderator effect with ability and person-to-person
interaction
Towards a strategic understanding of global teams and their HR implications : an expert dialogue
Drawing on initial insights emerging from a panel at the EIBA 2016 Conference in Vienna, here discussants and expert panelists engage in a follow-on conversation on the HRM implications of global teams for international organizations. First we set out how HRM can enable global teams and their constituent members to overcome the new and considerable challenges of global teams. These challenges span levels of analysis, time and space. Next we debate global teams as a strategic response to the dual pressures of global integration and local adaptation. We consider what HRM is needed for global teams to successfully resolve this dilemma, challenging practitioners to move beyond the âbest practicesâ and âalignmentâ dichotomy. Lastly we look to the future to consider implications for research. We propose a rich research agenda focused on the complexities of the global team context
Knowledge transfer and expatriation in multinational corporations:The role of disseminative capacity
Governance Mechanisms for the Promotion of Social Capital for Knowledge Transfer in Multinational Corporations
The aim of this paper is to extend social capital approaches to knowledge transfer by identifying governance mechanisms that managers can deploy to promote the development of social capital. In order to achieve this objective, insights from the micro-level, knowledge governance approach are combined with theory on the determinants of social capital. Three governance mechanisms are identified: marketâbased mechanisms, hierarchical mechanisms, and social mechanisms. The findings, based on data from two Danish MNCs, indicate that although the use of social governance mechanisms promotes positive assessment of social capital, hierarchical governance mechanisms constrain its development. The application of marketâbased governance mechanisms has no significant effect. In addition, the findings provide evidence that social capital has a positive impact on knowledge transfer.