Transferring subsidiary knowledge to global headquarters: Subsidiary senior executives' perceptions of the role of HR configurations in the development of knowledge stocks

Sachiko Yamao, Helen de Cieri, Kate Hutchings

Research output: Contribution to journalArticle

39 Citations (Scopus)


We examine the role played by subsidiaries' human resource (HR) practices in the development of subsidiaries' knowledge stocks (defi ned as human and social capital) and the association of such knowledge stocks with knowledge transfer from subsidiaries to headquarters in multinational corporations (MNCs). Drawing on a survey of 151 Australian subsidiary senior executives of U.S., German, and Japanese MNCs, our fi ndings suggest that the role of subsidiaries' HR practices lies in nurturing ties between a subsidiary and its external stakeholders and in accumulating knowledge of strategic importance not only for the subsidiary but also for its headquarters.

Original languageEnglish
Pages (from-to)531-554
Number of pages24
JournalHuman Resource Management
Issue number4
Publication statusPublished - 2009 Jul 1



  • Human capital
  • Human resource management (HRM)
  • Knowledge stocks
  • Knowledge transfer
  • Social capital
  • Structural equation modeling

ASJC Scopus subject areas

  • Applied Psychology
  • Strategy and Management
  • Organizational Behavior and Human Resource Management
  • Management of Technology and Innovation

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