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 language | English |
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| Place of Publication | København |
| Number of pages | 29 |
| ISBN (Print) | 8791506344 |
| Publication status | Published - 2005 |