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This paper aims at further developing and empirically examining the concept of knowledge‐sharing hostility. It seeks to analyze reasons for hoarding knowledge, reasons for rejecting external knowledge, and attitudes towards mistakes, as well as the influence of these factors on actual knowledge‐sharing behavior. The paper aims to examine how two specific knowledge‐governance mechanisms – commitment‐based and transaction‐based mechanisms – affect knowledge sharing

The authors test the hypotheses on a sample of 1,639 respondents in 15 organizations in Denmark.

The authors find that the use of transaction‐based mechanisms promotes knowledge‐sharing hostility by strengthening individuals' reasons for hoarding and rejecting knowledge, and by negatively affecting individuals' attitudes towards sharing knowledge about mistakes. In contrast, the use of commitment‐based mechanisms diminishes knowledge‐sharing hostility among individuals.

The contribution of the paper is two‐fold. First, it responds to the clear need to examine individual characteristics related to withholding knowledge in organizations. Second, by delineating specific organizational governance mechanisms that are critical for dealing with knowledge‐sharing hostility, the research responds to the call for research aimed at explaining and detailing problems that lie in the intersection of organization and knowledge processes.

The purpose of the paper is to determine and empirically examine the effect of human resource management (HRM) practices on knowledge transfer within multinational corporations.

It is suggested that the employment of human resource practices, which affect absorptive capacity of knowledge receivers and support organizational learning environment, is positively related to the degree of knowledge transfer to the subsidiary. Moreover, the higher degree of knowledge transfer is expected when HRM practices are applied as an integrated system of interdependent practices. Hypotheses derived from these arguments are tested on the data from 92 subsidiaries of Danish multinational corporations (MNCs) located in 11 countries.

Results of the analysis indicated the existence of two groups of HRM practices conducive to knowledge transfer. The simultaneous effect of the first group of HRM practices consisting of “staffing”, “training”, “promotion”, “compensation” and “appraisal” on the degree of knowledge transfer was found to be positive and substantial. The hypothesis regarding the effect of corporate socialization mechanisms and flexible working practices (the second group of HRM practices) was not supported by the data. The analysis also indicated that some HRM practices have a complementary effect on the degree of knowledge transfer when they are applied as a system.

While this study makes a contribution to our understanding of the relationship between HRM practices and knowledge transfer in the MNC, clearly, additional research is needed to develop this link further, which until now has been largely black‐boxed.

Makes a contribution to our understanding of the relationship of HRM practices and knowledge transfer in MNCs.

According to the significant growth of literature and continued adoption of people analytics in practice, it has been promised that people analytics will inform evidence-based decision-making and improve business outcomes. However, existing people analytics literature remains underdeveloped in understanding whether and how such promises have been realized. Accordingly, this study aims to investigate the current reality of people analytics and uncover the debates and challenges that are emerging as a result of its adoption.

This study conducts a systematic literature review of peer-reviewed articles focused on people analytics published in the Association of Business School (ABS) ranked journals between 2011 and 2021.

The review illustrates and critically evaluates several emerging debates and issues faced by people analytics, including inconsistency among the concept and definition of people analytics, people analytics ownership, ethical and privacy concerns of using people analytics, missing evidence of people analytics impact and readiness to perform people analytics.

This review presents a comprehensive research agenda demonstrating the need for collaboration between scholars and practitioners to successfully align the promise and the current reality of people analytics.

This systematic review is distinct from existing reviews in three ways. First, this review synthesizes and critically evaluates the significant growth of peer-reviewed articles focused on people analytics published in ABS ranked journals between 2011 and 2021. Second, the study adopts a thematic analysis and coding process to identify the emerging themes in the existing people analytics literature, ensuring the comprehensiveness of the review. Third, this study focused and expanded upon the debates and issues evolving within the emerging field of people analytics and offers an updated agenda for the future of people analytics research.

The purpose of this paper is to investigate how the implementation of headquarters-originated employment practices affect multinational corporation (MNC) ability to exploit the value of organizational social capital of the acquired subsidiary.

The authors use qualitative insights collected over 16 years from a Danish company to illustrate how a foreign MNC’s interference with the balanced structure of relations, norms, and roles in a subsidiary jeopardized the value of existing social capital.

The authors argue that changes in the collective perception of employment practices create the collective response, constructive or destructive, resulting respectively in the gain or loss of the performance benefits arising from organizational social capital.

The authors suggest two guidelines and two general propositions for future research on the value of organizational social capital in international takeovers.

The results indicate that local management and employees could use organizational social capital as a unique feature of the local business system when competing with other subsidiaries in the same MNC.

Research on multinational corporation (MNC) knowledge transfer has argued continuously for the behavior of knowledge senders to be a determinant of knowledge transfer. Although the importance of disseminative capacity regarding knowledge transfer has been illustrated in numerous conceptual studies, substantial empirical support is largely absent. Based on previous studies, re‐operationalizes disseminative capacity as being dependent upon the ability and the willingness of organizational actors to transfer knowledge where and when it is needed in the organization. Using the context of expatriation, suggests that MNCs may apply different mechanisms depending on whether they want to develop expatriates' ability or willingness to transfer knowledge. Suggests that MNCs may enhance expatriates' willingness to transfer knowledge through the employment of long‐term expatriate assignments, whereas expatriates' ability to transfer knowledge may be increased through their involvement in temporary assignments such as short‐term assignments, frequent flyer arrangements, and international commuting. Tests the hypotheses empirically based on data from 92 subsidiaries of Danish MNCs located in 11 countries.

This introductory paper aims to outline the reasons for optimism as well as for skepticism in regard to Russia's position in the group of BRIC nations and in the global economy.

The paper presents a brief overview of developments in Russia. This discussion serves as a contextual introduction to this special issue by embracing some of the common themes elaborated in the other papers that are featured in the issue.

The paper takes a balanced perspective by discussing both positive and negative trends in Russia's development.

The paper sets the context in which the other papers that comprise this special issue can be situated.

While human capital analytics (HCA) recently has developed enormous interest, most organizations still find themselves struggling to move from operational reporting to analytics. The purpose of this paper is to explore why that is the case and can be done to change that.

Referring to the “LAMP” model, the authors stress four elements as potential reasons why HCA are not sufficiently being “pushed” toward their audience, namely, logic, analytics, measures, and process. Similarly, they name five conditions why the wider use of HCA is not “pulled” in by the analytics user.

The authors investigations show that these “push” and “pull” factors behind the lack of greater use of HCA represent fertile ground for future research and implications for practitioners on both ends.

These “push” and “pull” factors behind the lack of greater use of HCA represent fertile ground for future research and implications for practitioners on both ends.

These “push” and “pull” factors behind the lack of greater use of HCA represent fertile ground for future research and implications for practitioners on both ends.

The HR function has been through a palette of names and identities, with talent management or human capital management being one more. There is a lack of consistency in the way that HR practitioners think about talent management and this is often the cause of credibility issues with business colleagues. The purpose of this paper is to identify core beliefs that underpin the practice of talent management if the function is to build credibility.

The paper identifies five core beliefs that should structure a discussion around, and underpin, the practice of talent management: notions of human capital management; questions about whether talent is generic or not; distinctions between talent management and HRM; decisions about who makes decisions about talent management; and moments of truth. It uses the case setting of Maersk to illustrate these beliefs and position the preferred conduct of talent management against them.

Organizations make distinctions between where good (not average) is “good enough” and where they need world-class talent to drive true competitive advantage. This capability perspective results in three different clusters of effort in terms of talent management. They manage investments so that they do not over-invest in less critical capabilities but can marshal scarce resources in areas where they need to be world class.

What is defined as talent in one setting might not be so in others. Strategies define capabilities and capabilities define talent. Attention must be given to all the other processes that support the deployment of talent to build specific organizational capabilities. As talent decisions are made by business leaders there needs to be a common mindset and decision-making logic for them to use. The 9 Box model is one such logic. Adopting any decision logic does not denote the outcome, rather it is how companies use the tool that determines the output.

The paper positions talent management within the strategic management discipline of business models and analysis of how organizations need to compete. It uses an industrial setting and professional experience base to link talent management to the wider management of organizational capabilities.

Knowledge sharing in a master-apprentice pattern is the process of transferring tacit knowledge from masters to apprentices. In addition, 90 per cent of knowledge required for organizational innovation is tacit knowledge in the master-apprentice pattern. The purpose of this paper is to analyze the evolution of knowledge sharing in master-apprentice pattern and explore the consequences of how to improve the knowledge sharing in the master-apprentice pattern.

This paper uses asymmetric evolutionary game theory to study the evolutionary track of knowledge sharing in master-apprentice pattern of innovative organizations by analyzing the utility of masters and apprentices during the process of knowledge sharing in master-apprentice pattern of the innovative organization.

The results reveal that when the masters obtained utility from sharing knowledge is greater than that from hoarding knowledge, and the apprentices obtained utility from studying hard is greater than the costs, the innovative organization can get the largest utility from the knowledge sharing in the mater-apprentice pattern.

The limitation of the research is that this paper mainly studies knowledge sharing among individuals and does not research knowledge sharing between individuals and organizations.

This research has extended the understanding of knowledge sharing in master-apprentice and its evolution path. Also, the obtained findings are conducive to promoting knowledge sharing in master-apprentice and improving human resource management in innovative organizations.

This paper attempts to construct the evolution path of knowledge sharing in master-apprentice pattern, which is a useful exploration of the dynamics of knowledge sharing in master-apprentice pattern and makes up for the shortcomings of the existing research.