The IHRM literature gives much attention to the bounded transfer of HRM practices across subsidiaries, the importance
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The IHRM literature gives much attention to the bounded transfer of HRM practices across subsidiaries, the importance of relationships to knowledge management, and the role of social capital. It also draws attention to the different types of tacit knowledge that need to flow across subsidiaries. Discuss the following: • What type of ‘HRM architecture’ (or structure of reporting relationships) would be appropriate and is needed to enable these flows? • How can this architecture on the one hand help create the dynamic capabilities that result from multi-directional transfer, while on the other hand reduce the cultural and institutional constraints on the quality of knowledge transfer?
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Saikumar Ramagiri
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