Transferring subsidiary knowledge to global headquarters: subsidiary senior executives' perceptions of the role of HR configurations in the development of knowledge stocks
基于对151位澳大利亚子公司高管的调查，研究发现子公司的人力资源实践通过培育外部关系、积累战略知识，促进了向总部的知识转移。
Abstract We examine the role played by subsidiaries' human resource (HR) practices in the development of subsidiaries' knowledge stocks (defined 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 findings 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. © 2009 Wiley Periodicals, Inc.