Linking HRM and knowledge transfer via individual-level mechanisms

TY - JOUR

T1 - Linking HRM and knowledge transfer via individual-level mechanisms

AU - Minbaeva, Dana B.

AU - Mäkelä, Kristiina

AU - Rabbiosi, Larissa

PY - 2012/5

Y1 - 2012/5

N2 - response to recent calls for more research on micro-foundations, we seek to link human resource management (HRM) and knowledge transfer through individual-level mechanisms, arguing that individual-level conditions of action influence the extent to which employees engage knowledge exchange. We examine four such conditions empirically using data from 811 employees three Danish multinational corporations (MNCs). Our findings suggest that individual-level perceptions of organizational commitment to knowledge sharing, and extrinsic motivation, directly influence the extent to which employees engage firm-internal knowledge exchange. We also find that intrinsic motivation and engagement social interaction significantly mediate the relationship between perceived organizational commitment and knowledge exchange. Given that HRM can influence such conditions through an overall signaling effect and various practices, an understanding of these micro-foundations will shed light on how organizations can effectively enhance knowledge transfer through HRM.

AB - response to recent calls for more research on micro-foundations, we seek to link human resource management (HRM) and knowledge transfer through individual-level mechanisms, arguing that individual-level conditions of action influence the extent to which employees engage knowledge exchange. We examine four such conditions empirically using data from 811 employees three Danish multinational corporations (MNCs). Our findings suggest that individual-level perceptions of organizational commitment to knowledge sharing, and extrinsic motivation, directly influence the extent to which employees engage firm-internal knowledge exchange. We also find that intrinsic motivation and engagement social interaction significantly mediate the relationship between perceived organizational commitment and knowledge exchange. Given that HRM can influence such conditions through an overall signaling effect and various practices, an understanding of these micro-foundations will shed light on how organizations can effectively enhance knowledge transfer through HRM.

KW - HRM

KW - Interaction

KW - Knowledge exchange

KW - Motivation

KW - Organizational commitment

UR - http://www.scopus.com/inward/record.url?scp=84861493117&partnerID=8YFLogxK

U2 - 10.1002/hrm.21478

DO - 10.1002/hrm.21478

M3 - Article

AN - SCOPUS:84861493117

SN - 0090-4848

VL - 51

SP - 387

EP - 405

JO - HUMAN RESOURCE MANAGEMENT

JF - HUMAN RESOURCE MANAGEMENT

IS - 3

ER -