Negative Impact of HRM Complementarity on Knowledge Transfer in MNCs

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Negative Impact of HRM Complementarity on Knowledge Transfer in MNCs

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Title: Negative Impact of HRM Complementarity on Knowledge Transfer in MNCs
Author: Minbaeva, Dana B.
Abstract: This paper explores reasons for negative complementarity among HRM practices. It is built upon the premise that there are certain HRM practices influencing extrinsic and intrinsic motivation of knowledge receivers. If those HRM practices are applied in a complementary way, their impact on knowledge-related outcomes will result in crowding effect of extrinsic and intrinsic motivation and be negative. Hypotheses derived from these arguments are tested on the data from 92 subsidiaries of Danish multinational corporations located in 11 countries. Extrinsic/intrinsic motivation, HRM practices, knowledge transfer
URI: http://hdl.handle.net/10398/7293
Date: 2005-05-02

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