HRM practices and knowledge transfer in MNCS


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HRM practices and knowledge transfer in MNCS

Vis færre oplysninger Minbaeva, Dana B. en_US 2009-02-04T10:27:22Z 2009-02-04T10:27:22Z 2007-10-12T00:00:00Z en_US
dc.identifier.isbn 9788791815089 en_US
dc.description.abstract This chapter introduces HRM practices that help MNCs to overcome knowledge transfer barriers (knowledge-driven HRM practices). It argues that MNCs can institute various HRM practices that impact knowledge transfer barriers associated with behavior of knowledge senders and receivers. HRM practices relevant for absorptive capacity of subsidiary employees form two groups – cognitive (job analysis, recruitment, selection, international rotation, career management, training and performance appraisal) and stimulative (promotion, performance-based compensation, internal transfer, orientation programs, job design and flexible working practices). The application of cognitive HRM practices enhances the ability of knowledge receivers to absorb transferred knowledge, while the use of stimulative HRM practices increases their motivation. Temporary and permanent types of international assignments respectively influence the ability and motivation of expatriate managers to share their knowledge. Keywords: Human Resources; Personnel; Human Resource Management; Multinational Corporations; Organizational Innovation; Organizational Learning; en_US
dc.format.extent 48 en_US
dc.language eng en_US
dc.relation.ispartofseries Working paper;2007-8 en_US
dc.title HRM practices and knowledge transfer in MNCS en_US
dc.type wp en_US
dc.accessionstatus modt07okt12 nijemo en_US
dc.contributor.corporation Copenhagen Business School. CBS en_US
dc.contributor.department Center for Strategi og Globalisering en_US
dc.contributor.departmentshort SMG en_US
dc.contributor.departmentuk Center for Strategic Management and Globalization en_US
dc.contributor.departmentukshort SMG en_US
dc.idnumber 9788791815089 en_US København en_US
dc.publisher.year 2007 en_US

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