Global talent management as a bridging mechanism: linking headquarters’ involvement and lateral knowledge transfer in multinational corporations
研究了全球人才管理如何促进跨国公司内部横向知识转移，基于对116家日本跨国公司子公司的调查数据，发现总部关注通过社会化机制增强人才管理实施，进而促进知识转移。
This study examines the role of global talent management (GTM) in facilitating lateral knowledge transfer within multinational corporations (MNCs). We develop an integrated model that combines the attention-based view at the macro-level with social exchange theory at the micro-level, conceptualizing GTM as a bridging mechanism between these levels. The results of our analysis, which utilized survey data from 116 Japanese MNC subsidiaries in Asia and Europe, show that headquarters’ (HQ) attention enhances the use of socialization mechanisms, which in turn facilitate GTM implementation and subsequent lateral knowledge transfer. Furthermore, when an HQ sets knowledge transfer as one of the criteria in the evaluation of subsidiary performance, this independently reinforces lateral knowledge transfer. These findings highlight the role of GTM as a strategic mechanism for bridging macro- and micro-level processes and provide novel insights for knowledge management in MNCs.