Human resource development practices in transnational corporations and knowledge transfer (ID: 5-034)

In considering the transfer of knowledge among transnational corporations, the importance of HRD is evident. HRD in the context of knowledge transfer is often treated as building the capacity to absorb and utilize knowledge. This paper intends to present empirical findings on the influence of human resource development (HRD) in knowledge transfer and HRD practices that can enhance knowledge transfer by examining HRD practices of transnational corporations that are successful in knowledge transfer. The paper is based on case studies from 11 transnational corporations including Motorola, GE, Samsung Electronics, Panasonic, SIEMENS, Volkswagen, Toyota, McDonald's, IBM, P&G, and Intel. This paper verifies the view that the provision of both on-the-job and off-the-job training constitutes best practice to enhance knowledge transfer. Transnational corporations must create a kind of leaming culture that encourages learning, innovation and experience sharing and an environment through other HRM factors to guarantee the benefit safe of HRD. This paper is based on the view of human capital theory and the theory of human capital supports the use of closely monitored training as the best way to assimilate knowledge transfer.