The effect of individual factors on the transfer of human resource management knowledge in Chinese subsidiaries
Tóm tắt
Từ khóa
Tài liệu tham khảo
Andrews, T.G., Chompusri, N. and Bryanh, J.B. (2003), The Changing Face of Multinationals in South East Asia, Routledge, London.
Berrell, M., Wrathall, J. and Wright, P. (2001), “A model for Chinese management education: adapting the case study method to transfer management”, Cross Cultural Management, Vol. 8 No. 1, pp. 28‐44.
Bonache, J. and Brewster, C. (2001), “Knowledge transfer and the management of expatriation”, Thunderbird International Business Review, Vol. 43 No. 1, pp. 145‐68.
Bond, M.H. (1991), Beyond the Chinese Face: Insights from Psychology, Oxford University Press, Oxford.
Burgess, R.G. (1982), Field Research: A Source Book and Field Manual, Allen & Unwin, London.
Carter, C. and Scarborough, H. (2001), “Towards a second generation of KM? The people management challenge”, Education + Training, Vol. 43 Nos 4/5, pp. 215‐24.
Chan, S. (1999), “The Chinese learner – a question of style”, Education + Training, Vol. 41 Nos 6/7, pp. 294‐304.
Child, J. and Warner, M. (2003), “Culture and management in China”, in Warner, M. (Ed.), Culture Management in Asia, Routledge, London.
Christiansen, F. and Rai, S. (1996), Chinese Politics & Society: An Introduction, Prentice‐Hall, London.
Davenport, T.H. and Prusak, L. (2000), Working Knowledge: How Organizations Manage What They Know, Harvard Business School Press, Boston, MA.
Davenport, T.H. and Voelpel, S.C. (2001), “The rise of knowledge towards attention management”, Journal of Knowledge Management, Vol. 5 No. 3, pp. 212‐21.
Dixon, N. (2000), Common Knowledge: How Companies Thrive by Sharing What They Know, Harvard Business School Press, Boston, MA.
Fan, Y. (1998), “The transfer of western management to China: context, content and constraints”, Management Learning, Vol. 29 No. 2, pp. 201‐21.
Flanagan, J.C. (1954), “The critical incident technique”, Psychological Bulletin, Vol. 1, pp. 327‐58.
Gamble, J. (2000), “Localising management in foreign‐invested enterprises in China: practical, cultural, and strategic perspectives”, International Journal of Human Resource Management, Vol. 11 No. 5, pp. 883‐903.
Gamble, J. (2003), “Transferring human resource practices from the United Kingdom to China: the limits and potential for convergence”, International Journal of Human Resource Management, Vol. 14 No. 3, pp. 369‐87.
Gibbs, G.R. (2002), Qualitative Data Analysis: Explorations with NVivo, Open University Press, Buckingham.
Goh, S.C. (2002), “Managing effective knowledge transfer: an integrative framework and some practice implications”, Journal of Knowledge Management, Vol. 6 No. 1, pp. 22‐30.
Gupta, A.K. and Govindarajan, V. (2000), “Knowledge flows within multinational corporations”, Strategic Management Journal, Vol. 21 No. 4, pp. 473‐96.
Hislop, D. (2003), “Linking human resource management and knowledge management via commitment”, Employee Relations, Vol. 25 No. 2, pp. 182‐203.
Hislop, D. (2005), Knowledge Management in Organisations: A Critical Introduction, Oxford University Press, Oxford.
Huang, T‐C. (2001), “Succession management systems and human resource outcomes”, International Journal of Manpower, Vol. 22 No. 8, pp. 736‐47.
Huemer, L., von Krogh, G. and Roos, J. (1998), “Knowledge and the concept of trust”, in von Krogh, G., Roos, J. and Kleine, D. (Eds), Knowing in Firms: Understanding, Managing and Measuring Knowledge, Sage, London.
Hutchings, K. and Michailova, S. (2004), “Facilitating knowledge sharing in Russian and Chinese subsidiaries: the role of personal networks and group membership”, Journal of Knowledge Management, Vol. 8 No. 2, pp. 84‐94.
Jackson, T. and Bak, M. (1998), “Foreign companies and Chinese workers: employee motivation in the People's Republic of China”, Journal of Organisational Change Management, Vol. 11 No. 4, pp. 282‐300.
Jolly, D. (2003), “Sharing knowledge and decision power in Sino‐foreign joint venues”, in Warner, M. (Ed.), The Future of Chinese Management, Routledge, London.
Lindsay, V., Chadee, D., Mattsson, J., Johnston, R. and Millett, B. (2003), “Relationships, the role of individuals and knowledge flows in the internationalisation of service firms”, International Journal of Service Industry Management, Vol. 14 No. 1, pp. 7‐35.
Lucas, L.M. (2006), “The role of culture on knowledge transfer: the case of the multinational corporation”, The Learning Organisation, Vol. 13 No. 3, pp. 257‐75.
Lunnan, R., Lervik, J.E.B., Traavik, L.E.M., Nilsen, S.M., Amdam, R.P. and Hennestad, B.W. (2005), “Global transfer of management practices across nations and MNC subcultures”, Academy of Management Executive, Vol. 19 No. 2, pp. 77‐80, Special Issue.
Lynton, N. (1999), “Playing the guanxi game”, in Decavele, J.R. (Ed.), China Solutions, Asia Law & Practice, Hong Kong.
Minbaeva, D.B. (2003), “HRM practices and knowledge transfer in multinational corporations”, paper presented at the 7th International Human Resource Management Conference, Limerick.
Minbaeva, D.B. and Michailova, S. (2004), “Knowledge transfer and expatriation in multinational corporations”, Employee Relations, Vol. 26 No. 6, pp. 663‐79.
Minbaeva, D.B., Pedersen, T., Bjorkman, I., Fey, C.F. and Park, H.J. (2003), “MNC knowledge transfer, subsidiary absorptive capacity, and HRM”, Journal of International Business Studies, Vol. 34 No. 6, pp. 586‐99.
Newell, S. (1999), “The transfer of management knowledge to China: building learning communities rather than translating western textbooks?”, Education + Training, Vol. 41 Nos 6/7, pp. 289‐93.
Nonaka, I. and Takeuchi, H. (1995), The Knowledge‐creating Company, Oxford University Press, Oxford.
Oppenheim, A.N. (1992), Questionnaire Design, Interviewing and Attitude Measurement, Continuum, New York, NY.
Park, H., Ribiere, V. and Schulte, W.D. Jr (2004), “Critical attributes of organisational culture that promote knowledge management technology implementation success”, Journal of Knowledge Management, Vol. 8 No. 3, pp. 106‐17.
Riusala, K. and Suutari, V. (2004), “International knowledge transfer through expatriates”, Thunderbird International Business Review, Vol. 46 No. 6, pp. 743‐70.
Schuler, R.S., Jackson, S.E. and Luo, Y. (2004), Managing Human Resources in Cross‐border Alliances, Routledge, London.
Selmer, J. (2000), “Psychological barriers to international adjustment: North American vs Western European business expatriates in China”, Cross Cultural Management – an International Journal, Vol. 7 No. 3, pp. 13‐18.
Selmer, J. (2002), “Coping strategies applied by western vs overseas Chinese business expatriates in China”, International Journal of Human Resource Management, Vol. 13 No. 1, pp. 19‐34.
Sergeant, A. and Frenkel, S. (1998), “Managing people in China: perceptions of expatriate managers”, The Journal of World Business, Vol. 33 No. 1, pp. 17‐34.
Shaw, S. (2005), “The corporate university: global or local phenomenon?”, Journal of European Industrial Training, Vol. 29 No. 1, pp. 21‐39.
Sparrow, P.R. (2005), “Knowledge management in global organisations”, in Stahl, G. and Bjorkman, I. (Eds), Handbook of Research into International HRM, Edward Elgar, London.
Swift, J.S. (2002), “Foreign language competence and cultural affinity: a study of UK executives in foreign markets”, Cross Cultural Management – An International Journal, Vol. 9 No. 2, pp. 4‐24.
Szulanski, G. (2000), “The process of knowledge transfer: a diachronic analysis of stickiness”, Organisational Behaviour and Human Decision Processes, Vol. 82 No. 1, pp. 9‐27.
Taylor, T. and Mcgraw, P. (2004), “Succession management practices in Australian organisations”, International Journal of Manpower, Vol. 25 No. 8, pp. 741‐58.
Tsang, E.W.K. (1994), “Human resource management problems in Sino‐foreign joint ventures”, International Journal of Manpower, Vol. 15 Nos 9/10, pp. 4‐21.
Tsang, E.W.K. (2003), “Resistance to restructuring in Sino‐foreign joint ventures: toward a preliminary model”, Journal of Organisational Change Management, Vol. 16 No. 2, pp. 205‐22.
Voelpel, S.C. and Han, Z. (2005), “Managing knowledge sharing in China: the case of Siemens ShareNet”, Journal of Knowledge Management, Vol. 9 No. 3, pp. 51‐63.
Wang‐Cowham, C. (2007), “The transfer of HR knowledge in MNCs in China, the perspective of Chinese HR managers”, unpublished PhD thesis, Manchester Metropolitan University, Manchester.
Weir, D. and Hutchings, K. (2005), “Cultural embeddedness and contextual constraints: knowledge sharing in Chinese and Arab cultures”, Knowledge and Process Management, Vol. 12 No. 2, pp. 89‐98.
Wong, A.L.Y. and Slater, J.R. (2002), “Executive development in China: is there any in a western sense?”, International Journal of Human Resource Management, Vol. 13 No. 2, pp. 338‐60.
Wong, S‐S. and Law, K.S. (1999), “Managing localisation of human resources in the PRC: a practical model”, The Journal of World Business, Vol. 34 No. 1, pp. 26‐40.
Yan, Y. (2003), “A comparative study of human resource management practices in international joint ventures: the impact of national origin”, International Journal of Human Resource Management, Vol. 14 No. 4, pp. 487‐510.
Yang, D. (2005), “Culture matters to multinationals' intellectual property businesses”, Journal of World Business, Vol. 40 No. 3, pp. 281‐301.