This paper explores why and how HRM matters for knowledge transfer within multinational corporations. It is built upon the premise that there are certain HRM practices influencing extrinsic and intrinsic motivation of knowledge receivers. It is found that complementarity among HRM practices exists but does not always have a positive effect on knowledge transfer. Three hypotheses derived from these arguments are tested on data from 92 subsidiaries of Danish multinational corporations located in 11 countries.
|Udgiver||Center for Strategic Management and Globalization|
|Status||Udgivet - mar. 2008|
|Navn||SMG Working Paper|
- Extrinsic/intrinsic motivation
- HRM practices
- Knowledge transfer in MNCs