Addressing the research question of what influences the likelihood of an individual being labeled as 'talent' in MNCs, this paper seeks to understand the decision processes involved in the identification of MNC-internal talent. We develop a framework suggesting that the decision to include an...

We examine the role of cultural and language skills as resources for individuals’ boundary spanning ability in multinational corporations. Our combined qualitative and quantitative analysis shows that cultural and language skills influence the extent to which individual boundary spanners...

This paper examines how functional and line-management stakeholders evaluate operational human resource management capabilities in multinational corporation (MNC) subsidiaries. We suggest that such evaluations are a function of two key structural factors: (1) that focal subsidiary human resource...

Russian organizations have undergone significant changes since the 1990s. A new generation of Russian managers has come to the fore in Russia, who are eager to learn and open to Western knowledge. In turn, Western multinationals have also learned the fundamentals of doing business in Russia. How...

We conceptualize the transfer of organizational practices from headquarters to subsidiaries of multinational corporations as encompassing three dimensions: implementation, integration and internalization. To shed light on the distinct natures of the different dimensions of transfer we examine...

In this retrospective, we revisit the goals of the original paper, and we review the studies that have used our paper to discuss the “concept” and the “development” of absorptive capacity. We also propose directions for future research, stressing the need to develop thorough theoretical...

Based on a sample of 169 subsidiaries of multinational corporations (MNCs) operating in the USA, Russia, and Finland, this paper investigates the relationship between MNC subsidiary HRM practices, absorptive capacity and knowledge transfer. First, we examine the relationship between the...

This article proposes that MNC subsidiaries located in economically highly developed countries will transfer more knowledge to other corporate units than will subsidiaries located in less developed countries. The direct effect of subsidiary location is tested, as well as the interaction effects...

This paper examines how multinational corporations use different mechanisms to integrate four HRM practices in their foreign subsidiaries: financial compensation, performance appraisal, training and development, and recruitment and selection. Our analysis of 76 European-owned subsidiaries...