- مبلغ: ۸۶,۰۰۰ تومان
- مبلغ: ۹۱,۰۰۰ تومان
We develop and test a new model of knowledge flows in the emerging market multinational corporation (MNC) based on the way people are managed in its foreign subsidiaries. Extant literature argues that, to facilitate effective intra-MNC knowledge transfer, subsidiaries need to (a) possess human capital, (b) encourage inter-unit socialization of human capital. However, the impact that a subsidiary’s human resource management (HRM) practices have on these relationships remains under-researched, especially for MNCs from emerging markets. Using questionnaire survey data from senior managers of 86 Korean MNC subsidiaries in the UK, France and Germany, we find that different aspects of subsidiary HRM practices exhibit different direct and indirect effects. HRM practices based on formalized procedures weaken the effect of socialization, but strengthen that of human capital, while empowering practices within the subsidiary weaken the effect of human capital, but strengthen the effect of socialization. Overall, establishing a participative climate within the subsidiary enhances both knowledge in- and outflows at the level of the subsidiary in the emerging market MNC.
We contribute to the growing literature on international strategy and management of firms from emerging economies entering developed economies (Wright et al., 2005). Our study contributes to the literature on knowledge transfer within emerging market MNCs in three ways. Firstly, we expose the differentiated indirect effects of the subsidiary HRM practices. We show how the presence of human capital and inter-unit socialization of human capital are alone not fully responsible for knowledge flows: how local managers organize and treat