Linking HRM and Knowledge Transfer via Individual-level Mechanisms

Dana Minbaeva, Kristiina Mäkelä, Larissa Rabbiosi

    Research output: Contribution to journalJournal articleResearchpeer-review

    Abstract

    In response to recent calls for more research on micro-foundations, we seek to link human resource management (HRM) and knowledge transfer through individual-level mechanisms, arguing that individual-level conditions of action influence the extent to which employees engage in knowledge exchange. We examine four such conditions empirically using data from 811 employees in three Danish multinational corporations (MNCs). Our findings suggest that individual-level perceptions of organizational commitment to knowledge sharing, and extrinsic motivation, directly influence the extent to which employees engage in firm-internal knowledge exchange. We also find that intrinsic motivation and engagement in social interaction significantly mediate the relationship between perceived organizational commitment and knowledge exchange. Given that HRM can influence such conditions through an overall signaling effect and various practices, an understanding of these micro-foundations will shed light on how organizations can effectively enhance knowledge transfer through HRM
    Original languageEnglish
    JournalHuman Resource Management
    Volume51
    Issue number3
    Pages (from-to)387-405
    ISSN0090-4848
    DOIs
    Publication statusPublished - 2012

    Keywords

    • HRM
    • Knowledge Exchange
    • Organizational Commitment
    • Motivation
    • Interaction

    Cite this

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    Linking HRM and Knowledge Transfer via Individual-level Mechanisms. / Minbaeva, Dana; Mäkelä, Kristiina; Rabbiosi, Larissa.

    In: Human Resource Management, Vol. 51, No. 3, 2012, p. 387-405.

    Research output: Contribution to journalJournal articleResearchpeer-review

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    T1 - Linking HRM and Knowledge Transfer via Individual-level Mechanisms

    AU - Minbaeva, Dana

    AU - Mäkelä, Kristiina

    AU - Rabbiosi, Larissa

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    AB - In response to recent calls for more research on micro-foundations, we seek to link human resource management (HRM) and knowledge transfer through individual-level mechanisms, arguing that individual-level conditions of action influence the extent to which employees engage in knowledge exchange. We examine four such conditions empirically using data from 811 employees in three Danish multinational corporations (MNCs). Our findings suggest that individual-level perceptions of organizational commitment to knowledge sharing, and extrinsic motivation, directly influence the extent to which employees engage in firm-internal knowledge exchange. We also find that intrinsic motivation and engagement in social interaction significantly mediate the relationship between perceived organizational commitment and knowledge exchange. Given that HRM can influence such conditions through an overall signaling effect and various practices, an understanding of these micro-foundations will shed light on how organizations can effectively enhance knowledge transfer through HRM

    KW - HRM

    KW - Knowledge Exchange

    KW - Organizational Commitment

    KW - Motivation

    KW - Interaction

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