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Knowledge flows in the emerging market MNC: The role of subsidiary HRM practices in Korean MNCs

Williams, Christopher, Lee, Soo Hee (2014) Knowledge flows in the emerging market MNC: The role of subsidiary HRM practices in Korean MNCs. International Business Review, 25 (1). pp. 233-243. ISSN 0969-5931. (doi:10.1016/j.ibusrev.2014.08.011) (KAR id:61971)


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.

Item Type: Article
DOI/Identification number: 10.1016/j.ibusrev.2014.08.011
Uncontrolled keywords: HRM practices; Emerging market MNCs; Knowledge flows; Subsidiary people management; Human capital; Socialization
Divisions: Divisions > Kent Business School - Division > Department of Leadership and Management
Depositing User: Soo Hee Lee
Date Deposited: 07 Jun 2017 09:17 UTC
Last Modified: 08 Oct 2021 14:11 UTC
Resource URI: (The current URI for this page, for reference purposes)

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