HRM Practices Affecting Extrinsic and Intrinsic Motivation of Knowledge Receivers and their Effect on Intra-MNC Knowledge Transfer.

dc.contributor.author	Minbaeva, Dana	en_US
dc.date.accessioned	2009-02-04T10:27:22Z
dc.date.available	2009-02-04T10:27:22Z
dc.date.issued	2008-03-27T00:00:00Z	en_US
dc.identifier.isbn	9788791815256	en_US
dc.identifier.uri	http://hdl.handle.net/10398/7450
dc.description.abstract	This paper explores why and how HRM matters for knowledge transfer within multinational corporations. It is built upon the premise that there are certain HRM practices influencing extrinsic and intrinsic motivation of knowledge receivers. It is found that complementarity among HRM practices exists but does not always have a positive effect on knowledge transfer. Three hypotheses derived from these arguments are tested on data from 92 subsidiaries of Danish multinational corporations located in 11 countries.	en_US
dc.format.extent	34	en_US
dc.language	eng	en_US
dc.relation.ispartofseries	Working paper;2008-12	en_US
dc.title	HRM Practices Affecting Extrinsic and Intrinsic Motivation of Knowledge Receivers and their Effect on Intra-MNC Knowledge Transfer.	en_US
dc.type	wp	en_US
dc.accessionstatus	modt08mar25 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	9788791815256	en_US
dc.publisher.city	København	en_US
dc.publisher.year	2008	en_US