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|Title:||HRM and knowledge-transfer: a micro analysis in a Middle Eastern emerging market||Authors:||Haak-Saheem, W.
|Issue Date:||2017||Publisher:||Routledge||Journal:||The International Journal of Human Resource Management||Abstract:||This is a study surrounding the interplay between Human Resource Management (HRM) and knowledge transfer within an emerging institutional petro-state. It seeks to link HRM and knowledge transfer through individual-level mechanisms in response to the recent calls for more research on micro-foundations. Our findings provide empirical evidence for HRM-related factors influencing knowledge exchange in a sample of 815 employees in the national context of the UAE. We found that individual-level perceptions and extrinsic motivation have a positive impact on knowledge exchange; however, we found evidence to suggest only an indirect effect of individual perceptions of organisational commitment to knowledge exchange, via individual intrinsic motivation and social interaction. Unlike some existing accounts from the Western world, individual perceptions of organisational commitment to knowledge sharing had no direct positive impact on knowledge exchange–an issue that may be ascribed to the distinct institutional setting of the UAE. This paper adds to the existing literature on HRM and knowledge exchange by bringing to bear new evidence from a Middle Eastern emerging market setting–an area thus far relatively neglected in the literature. © 2016 Informa UK Limited, trading as Taylor & Francis Group.||URI:||http://hdl.handle.net/20.500.12216/9||DOI:||10.1080/09585192.2016.1138499|
|Appears in Collections:||Articles|
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checked on Jun 20, 2018
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