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Knowledge transfer and human resource development practices: Japanese firms in Brazil and Mexico

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  • Sparkes, John R.
  • Miyake, Maiko

Abstract

This paper is based on case studies from the subsidiaries of Japanese manufacturing firms in Brazil and Mexico. It presents empirical findings on the influence of human resource development (HRD) in knowledge transfer, using the case studies in an attempt to delineate appropriate emphases in HRD practices that enhance the transfer of knowledge. The paper examines the proposition that the provision of both on-the-job and off-the-job training constitutes best practice to enhance knowledge transfer. The findings are related to the theory of human capital as a basis for refining the research framework.

Suggested Citation

  • Sparkes, John R. & Miyake, Maiko, 2000. "Knowledge transfer and human resource development practices: Japanese firms in Brazil and Mexico," International Business Review, Elsevier, vol. 9(5), pages 599-612, October.
    • Handle: RePEc:eee:iburev:v:9:y:2000:i:5:p:599-612
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    References listed on IDEAS

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    1. David J. Teece, 2008. "Technology Transfer By Multinational Firms: The Resource Cost Of Transferring Technological Know-How," World Scientific Book Chapters, in: The Transfer And Licensing Of Know-How And Intellectual Property Understanding the Multinational Enterprise in the Modern World, chapter 1, pages 1-22, World Scientific Publishing Co. Pte. Ltd..
    2. Udo Zander & Bruce Kogut, 1995. "Knowledge and the Speed of the Transfer and Imitation of Organizational Capabilities: An Empirical Test," Organization Science, INFORMS, vol. 6(1), pages 76-92, February.
    3. Allan Blrd & Schon Beechler, 1995. "Links Between Business Strategy and Human Resource Management Strategy in U.S.-Based Japanese Subsidiaries: An Empirical Investigation," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 26(1), pages 23-46, March.
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    Cited by:

    1. Ngoc Anh Nguyen & Quoc Trung Pham, 2021. "The Impacts of Organizational Culture on Knowledge Transfer Between Japanese Managers and Vietnamese Employees in Japanese Enterprises," International Journal of Knowledge Management (IJKM), IGI Global, vol. 17(4), pages 1-17, October.
    2. Olejniczak Tomasz & Itohisa Masato & Abo Tetsuo & Kumon Hiroshi, 2018. "Measuring Change in ‘Hybrid Factories’: Longitudinal Study of Japanese Manufacturing Subsidiaries in Poland," Journal of Intercultural Management, Sciendo, vol. 10(4), pages 109-145, December.
    3. Lau, Chung-Ming & Ngo, Hang-Yue, 2004. "The HR system, organizational culture, and product innovation," International Business Review, Elsevier, vol. 13(6), pages 685-703, December.
    4. Mohan Pyari Maharjan & Tomoki Sekiguchi, 2015. "Shaping Japanese Management Abroad: How and Why Japanese Companies are Embedded with Particular Practices in India," Discussion Papers in Economics and Business 15-02, Osaka University, Graduate School of Economics.
    5. Machikita, Tomohiro & Tsuji, Masatsugu & Ueki, Yasushi, 2016. "Does Kaizen create backward knowledge transfer to Southeast Asian firms?," Journal of Business Research, Elsevier, vol. 69(5), pages 1556-1561.
    6. Bausch, Madeleine & Barmeyer, Christoph & Mayrhofer, Ulrike, 2022. "Facilitating factors in the cross-cultural transfer of management practices: The case of a German multinational in Brazil," International Business Review, Elsevier, vol. 31(2).
    7. Michailova, Snejina & Mustaffa, Zaidah, 2012. "Subsidiary knowledge flows in multinational corporations: Research accomplishments, gaps, and opportunities," Journal of World Business, Elsevier, vol. 47(3), pages 383-396.

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