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.
|ジャーナル||Human Resource Management|
|出版ステータス||Published - 2009 7月|
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