MNC Knowledge Transfer, Subsidiary Absorptive Capacity, and HRM

Based on a sample of 169 subsidiaries of multinational corporations (MNCs) operating in the USA, Russia, and Finland, this paper investigates the relationship between MNC subsidiary human resource management (HRM) practices, absorptive capacity, and knowledge transfer. First, we examine the relation...

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Bibliographic Details
Published in:Journal of international business studies 2003-11, Vol.34 (6), p.586-599
Main Authors: Minbaeva, Dana, Pedersen, Torben, Björkman, Ingmar, Fey, Carl F., Park, Hyeon Jeong
Format: Article
Language:English
Subjects:
Absorptive capacity
Bibliometrics
Business and Management
Business Strategy/Leadership
Business structures
Business studies
Employee motivation
Employees
Human resource management
Human resources
International Business
Job training
Knowledge
Knowledge acquisition
Knowledge management
Learning
Management
Motivation
Multinational corporations
Multinational enterprises
Organization
Organizational learning
Original Article
Personnel management
Questionnaires
R&D
Research & development
Research & development expenditures
Studies
Subsidiaries
Subsidiary
Subsidiary companies
Technology transfer
Transfer
Transfers of employees
Variables
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Summary:Based on a sample of 169 subsidiaries of multinational corporations (MNCs) operating in the USA, Russia, and Finland, this paper investigates the relationship between MNC subsidiary human resource management (HRM) practices, absorptive capacity, and knowledge transfer. First, we examine the relationship between the application of specific HRM practices and the level of the absorptive capacity. Second, we suggest that absorptive capacity should be conceptualized as being comprised of both employees' ability and motivation. Further, results indicate that both ability and motivation (absorptive capacity) are needed to facilitate the transfer of knowledge from other parts of the MNC.
ISSN:0047-2506
1478-6990
DOI:10.1057/palgrave.jibs.8400056