HRM Practices Affecting Extrinsic and Intrinsic Motivation of Knowledge Receivers and their Effect on Intra-MNC Knowledge Transfer

Dana Minbaeva

HRM Practices Affecting Extrinsic and Intrinsic Motivation of Knowledge Receivers and their Effect on Intra-MNC Knowledge Transfer

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Abstract

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.

Original language	English
Place of Publication	Frederiksberg
Publisher	Center for Strategic Management and Globalization
Number of pages	34
ISBN (Print)	9788791815256
Publication status	Published - Mar 2008

Series	SMG Working Paper
Number	12/2008

Keywords

Extrinsic/intrinsic motivation
HRM practices
Knowledge transfer in MNCs

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smg wp 2008-12Final published version, 418 KBLicence: CC BY-NC-ND

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Cite this

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