Negative Impact of HRM Complementarity on Knowledge Transfer in MNCs

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    Abstract

    This paper explores reasons for negative complementarity among HRM practices. It isbuilt upon the premise that there are certain HRM practices influencing extrinsic andintrinsic motivation of knowledge receivers. If those HRM practices are applied in acomplementary way, their impact on knowledge-related outcomes will result incrowding effect of extrinsic and intrinsic motivation and be negative. Hypothesesderived from these arguments are tested on the data from 92 subsidiaries of Danishmultinational corporations located in 11 countries.Extrinsic/intrinsic motivation, HRM practices, knowledge transfer
    Original languageEnglish
    Place of PublicationKøbenhavn
    Number of pages29
    ISBN (Print)8791506344
    Publication statusPublished - 2005

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