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

研究成果: Article査読

48 被引用数 (Scopus)

抄録

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.

本文言語English
ページ(範囲)531-554
ページ数24
ジャーナルHuman Resource Management
48
4
DOI
出版ステータスPublished - 2009 7月
外部発表はい

ASJC Scopus subject areas

  • 応用心理学
  • 戦略と経営
  • 組織的行動および人的資源管理
  • 技術マネージメントおよび技術革新管理

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