HRM practices affecting extrinsic and intrinsic motivation of knowledge receivers and their effect on intra-MNC knowledge transfer

This paper explores why and how human resource management (HRM) matters for knowledge transfer within multinational corporations. It is built on the premise that there are certain HRM practices influencing extrinsic and intrinsic motivation of knowledge receivers. It is found that complementarity am...

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Published inInternational business review Vol. 17; no. 6; pp. 703 - 713
Main Author Minbaeva, Dana B.
Format Journal Article
LanguageEnglish
Published Elsevier Ltd 01.12.2008
Elsevier
SeriesInternational Business Review
Subjects
Business networks
Denmark
Extrinsic
Extrinsic/intrinsic motivation
HRM practices
Human resources
intrinsic motivation HRM practices Knowledge transfer in MNCs
Knowledge transfer
Knowledge transfer in MNCs
Motivation
Multinational enterprises
Personnel management
Subsidiary
HRM practices
Knowledge transfer in MNCs
Extrinsic/intrinsic motivation
Online AccessGet full text

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Abstract This paper explores why and how human resource management (HRM) matters for knowledge transfer within multinational corporations. It is built on 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.
AbstractList This paper explores why and how human resource management (HRM) matters for knowledge transfer within multinational corporations. It is built on 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.
This paper explores why and how human resource management (HRM) matters for knowledge transfer within multinational corporations. It is built on 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. All rights reserved, Elsevier
Author Minbaeva, Dana B.
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  organization: Human Resource Management, Center for Strategic Management and Globalization, Copenhagen Business School, Porcelaenshaven 24, 1st Floor, DK2000 Copenhagen Frederiksberg, Denmark
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Knowledge transfer in MNCs
Extrinsic/intrinsic motivation
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Snippet This paper explores why and how human resource management (HRM) matters for knowledge transfer within multinational corporations. It is built on the premise...
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SubjectTerms Business networks
Denmark
Extrinsic
Extrinsic/intrinsic motivation
HRM practices
Human resources
intrinsic motivation HRM practices Knowledge transfer in MNCs
Knowledge transfer
Knowledge transfer in MNCs
Motivation
Multinational enterprises
Personnel management
Subsidiary
Title HRM practices affecting extrinsic and intrinsic motivation of knowledge receivers and their effect on intra-MNC knowledge transfer
URI https://dx.doi.org/10.1016/j.ibusrev.2008.08.001
http://econpapers.repec.org/article/eeeiburev/v_3a17_3ay_3a2008_3ai_3a6_3ap_3a703-713.htm
https://search.proquest.com/docview/37130581
Volume 17
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