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...

This paper investigates the extent to which different human resource management (HRM) practices work better in different countries. We also try to open the black box between HRM and multinational enterprise (MNE) subsidiary performance by considering mechanisms through which HRM practices affect...