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عنوان فارسی مقاله:
جریان دانش در بازار در حال ظهور MNC: نقش مدیریت منابع انسانی در شرکتهای چند ملیتی تابعه کره ای
عنوان انگلیسی مقاله:
Knowledge flows in the emerging market MNC: The role of subsidiary HRM practices in Korean MNCs
سال انتشار : 2014
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مقدمه انگلیسی مقاله:
1. Introduction
One of the most critical strategic resources available to multinational corporations (MNCs) is the dispersed knowledge of the organization’s workforce. The MNC’s effectiveness in transferring knowledge internally is a key determinant of competitive advantage and performance (e.g., Bjo¨ rkman, Barner-Rasmussen, & Li, 2004; Gupta & Govindarajan, 2000; Minbaeva, Foss, & Snell, 2009; Minbaeva, Pedersen, Bjo¨ rkman, Fey, & Park, 2003). Knowledge transfer within MNCs, however, is no mean feat. Scholars have pointed out that a subsidiary’s ability to learn (absorptive capacity), its willingness to share (disseminative capacity) and the nature of inter-unit relationships (corporate socialization) can all act as impediments to knowledge transfer (Bjo¨ rkman et al., 2004; Gupta & Govindarajan, 2000; Minbaeva et al., 2003; Wang, Tong, & Koh, 2004). Knowledge residing within MNCs is also notoriously ‘sticky’ (Szulanski, 1996). An emerging stream of literature addresses the issue of intraMNC knowledge flows from a ‘subsidiary capital’ perspective. This suggests that various forms of intangible capital, including human and social impact individuals’ motivational disposition to send and receive knowledge (Ma¨kela¨, Bjo¨ rkman, & Ehrnrooth, 2009; Morris, Snell, & Wright, 2006; Wright, Dunford, & Snell, 2001). The arguments for human and social capital are well-established. Subsidiaries those are high in human capital act as providers of knowledge to the rest of the MNC (e.g., Frost, Birkinshaw, & Ensign, 2002). Where subsidiary employees are well-educated and skilled, they are also more able to recognize the value of knowledge and to assimilate and apply it(Minbaeva et al., 2003). From a social capital perspective, intra-corporate socialization and tight coupling between units can boost internal knowledge transfer within the MNC (Gooderham, Minbaeva, & Pedersen, 2011; Gupta & Govindarajan, 2000; Minbaeva et al., 2003). In contrast to human and social capital, a third focus in the literature has been on the organization’s human resource management (HRM) practices (Pfeffer, 1994, 1998a), including employment security, selective hiring, decentralization, performance-based compensation, jobrelated training, reduction of status differences and sharing of corporate information (Pfeffer & Veiga, 1999; Evans & Davis, 2005). These practices engender commitment in employees, reduce employee turnover and boost productivity (Huselid, 1995). Such practices have been shown to stimulate knowledge flows within the MNC by improving disseminative and absorptive capacity in overseas subsidiaries (Minbaeva et al., 2003).
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کلمات کلیدی:
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