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

doi:10.1002/hrm.20297

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 journal › Article › peer-review

53 Citations (Scopus)

Abstract

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 language	English
Pages (from-to)	531-554
Number of pages	24
Journal	Human Resource Management
Volume	48
Issue number	4
DOIs	https://doi.org/10.1002/hrm.20297
Publication status	Published - 2009 Jul
Externally published	Yes

Keywords

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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10.1002/hrm.20297

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AB - 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.

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

Abstract

Keywords

ASJC Scopus subject areas

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