HRM practices and MNC knowledge transfer Dana B. Minbaeva

Panelist Abstract IntroductionHRM Black Box Data & Method Measures ResultsConclusions Questions

Panelist Purpose HRM & knowledge transfer within MNCs. Design/methodology/approach Hypotheses Findings two groups of HRM Implications additional research is needed Originality HRM & knowledge transfer within MNCs. Keywords KM MNC HRM

Panelist characteristics of that knowledge 、 knowledge sources 、 knowledge senders 、 knowledge receivers the transformation of the HRM system and identified the support to the process of organizational learning as the key strategic task facing the HRM function in many MNCs today HRM practices and knowledge-related outcomes are associated Literature bringing knowledge transfer and HRM together

Panelist What HRM practices? Human resource planning Performance appraisal Reward systems Career management Which combinations of HRM practices? conceptual factor analytic cluster analysis

Panelist H1 Developing absorptive capacity of knowledge receivers HRM practices [absorptive capacity of knowledge receivers] HRM practices [absorptive capacity of knowledge receivers] degree of knowledge transfer

Panelist H2 Supporting learning environment HRM practices [Supporting learning environment] degree of knowledge transfer

Panelist HRM practices [absorptive capacity of knowledge receivers as a system of mutually reinforcing practices] HRM practices [absorptive capacity of knowledge receivers as a system of mutually reinforcing practices] H3a complementarity degree of knowledge transfer HRM practices [Supporting learning environment as a system of mutually reinforcing practices] HRM practices [Both capacity and environment as a system of mutually reinforcing practices] H3b H3c

Panelist Data data set of the subsidiaries of Danish MNCs two or more subsidiaries abroad employ more than 30 employees The final data set consisted of 305 Danish subsidiaries located in Europe, Asia, and North America. web-based questionnaire survey methodology The resulting data set consisted of 92 subsidiaries (response rate of 30 percent). The subsidiaries were located in the USA, China, Germany, Sweden, the UK, Russia, Poland, France, Sri Lanka, India, and Portugal Method

Panelist DependentIndependent Degree of knowledge transfer (DoKT) Staffing Promotion Compensation Performance appraisal Corporate socialization Mechanisms Flexible working practices

Panelist

H1 H2 H3a H3b H3c limitations only two mediating variables Survey response bias the use of control variables

Panelist Keywords Originality

Panelist Thanks in advance