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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dc.contributor.author Minbaeva, Dana B. en_US
dc.date.accessioned 2009-02-04T10:26:39Z
dc.date.available 2009-02-04T10:26:39Z
dc.date.issued 2005-05-02T00:00:00Z en_US
dc.identifier.isbn 8791506344 en_US
dc.identifier.uri http://hdl.handle.net/10398/7293
dc.description.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 en_US
dc.format.extent 29 s. en_US
dc.language eng en_US
dc.relation.ispartofseries Working paper;2005-004 en_US
dc.title Negative Impact of HRM Complementarity on Knowledge Transfer in MNCs en_US
dc.type wp en_US
dc.accessionstatus modt05maj02 miel en_US
dc.contributor.corporation Copenhagen Business School. CBS en_US
dc.contributor.department Institut for Industriøkonomi og Virksomhedsstrategi en_US
dc.contributor.departmentshort CKG en_US
dc.contributor.departmentuk Department of Industrial Economics & Strategy en_US
dc.contributor.departmentukshort IES en_US
dc.idnumber 8791506344 en_US
dc.publisher.city København en_US
dc.publisher.year 2005 en_US


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