Dana B.

Minbaeva
Panelist
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Abstract
Introduction HRM
Black Box
Data
&
Method
Measures
Results Conclusions
Questions
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Purpose
HRM
&
knowledge transfer
within MNCs.
Design/methodology/approach
Hypotheses
Findings
two groups of HRM
Implications
additional
research is needed
Originality
HRM
&
knowledge transfer
within MNCs.
Keywords
KM MNC HRM
Panelist
characteristics of that knowledgeknowledge sources
knowledge sendersknowledge receivers
the transformation of the HRM system and
identified the support to the process of organizational
learning as the key strategic task facing
the HRM function in many MNCs today
HRM practices and knowledge-related
outcomes are associated
Literature
bringing knowledge transfer and HRM together
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What HRM practices?
Human resource planning Performance appraisal

Reward systems Career management
Which combinations of HRM practices?
conceptual
factor analytic
cluster analysis
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H1
Developing absorptive capacity of knowledge receivers
HRM practices [absorptive capacity
of knowledge receivers]
degree of knowledge transfer
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H2
Supporting learning environment
HRM practices [Supporting learning
environment]
degree of knowledge transfer
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HRM practices
[absorptive capacity
of knowledge receivers
as a system of mutually
reinforcing practices]
H3a
complementarity
degree of knowledge transfer
HRM practices
[Supporting learning
environment as a
system of mutually
reinforcing practices]
HRM practices [Both
capacity and
environment as a
system of mutually
reinforcing practices]
H3b H3c
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Data
data set of the subsidiaries of Danish MNCs
two or more subsidiaries abroad
employ more than 30 employees
The final data set consisted of 305
Danish subsidiaries located in Europe, Asia, and North America.

web-based questionnaire survey methodology
The resulting data set consisted of 92 subsidiaries (response rate
of 30 percent). The subsidiaries were located in the USA, China,
Germany, Sweden, the UK, Russia, Poland, France,
Sri Lanka, India, and Portugal
Method
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Dependent Independent
Degree of
knowledge transfer
(DoKT)
Staffing
Promotion
Compensation
Performance appraisal
Corporate socialization
Mechanisms
Flexible working practices

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H1 H2
H3a H3b H3c
limitations
only two
mediating
variables
Survey
response
bias
the use
of control
variables
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Keywords
Originality
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