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

TY - JOUR

T1 - HRM practices affecting extrinsic and intrinsic motivation of knowledge receivers and their effect on intra-MNC knowledge transfer

AU - Minbaeva, Dana B.

PY - 2008/12

Y1 - 2008/12

N2 - 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.

AB - 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.

KW - Extrinsic/intrinsic motivation

KW - HRM practices

KW - Knowledge transfer in MNCs

UR - http://www.scopus.com/inward/record.url?scp=57049137076&partnerID=8YFLogxK

U2 - 10.1016/j.ibusrev.2008.08.001

DO - 10.1016/j.ibusrev.2008.08.001

M3 - Article

AN - SCOPUS:57049137076

SN - 0969-5931

VL - 17

SP - 703

EP - 713

JO - International Business Review

JF - International Business Review

IS - 6

ER -