| The aim of this research is to investigate the process of transfer of intra-organizational knowledge within multinational corporations. Taking into consideration the following three postulates: that organizational knowledge represents a source of competitive advantage for a firm (Barney, 1991; Bartlett and Ghoshal, 1998); that access to a large pool of knowledge disseminated across the world and the transfer of this knowledge across the organization constitutes la raison d'etre of MNC (Gupta and Govindarajan, 2000); and that internal organizational mechanisms are more efficient than the market (Williamson, 1987) for the transfer of this knowledge between organizational units, for the purpose of this study we were particularly interested in the factors that can affect the effectiveness of this process of transfers. Having identified in past research various theoretical approaches to study this phenomena, we proposed and tested the integrative theoretical model helping to analyse the impact of contextual factors on each of the following three stages of the process of transfer: the determination of knowledge to be transferred, the selection of mechanisms of knowledge transfer and finally, the evaluation of the effectiveness of transfer.;Our research confronts two theoretical perspectives currently dominating the field of knowledge transfer in multinational corporations. The strategic approach and the resource-based view of the firm emphasize the importance of internal organizational factors for the effectiveness of any organizational action (Bartlett and Ghoshal, 1998; Barney, 1991). On the other hand, the institutional approach considers rather that organizational choices and actions are conditioned by the external environment (Ferner, 1997; Kostova, 1999; Scott, 1991). The results of our research show that in spite of the existence of institutional and cultural constraints, the effectiveness of the entire process of transfer of knowledge related to HRM is determined by internal organizational conditions, such as the involvement of top management, the role of RH function and the alignment between corporative strategy, HR strategy and the organizational culture.;Our methodological approach is based on a qualitative case-study of three multinational companies (two Canadian and one French) working in metallurgical and telecommunications sectors. Our empirical data stems from seventeen semi-structured interviews conducted with the top HR managers of these companies, who are actively involved in the process of knowledge transfer at HQ or at its subsidiaries in Canada, France, Germany and Switzerland. We also used a large amount of publicly available information from these companies.;Key words: Knowledge transfer, human resources, multinational firm, strategic management, institutional approach. |
