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

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

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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


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