This paper presents a set of theoretical propositions regarding knowledge sharing in China and Russia. We argue that there are important national cultural similarities and differences between the two countries that result in certain similarities and differences in individual knowledge-sharing...

This paper presents a set of theoretical propositions regarding knowledge sharing in China and Russia. We argue that there are important national cultural similarities and differences between the two countries that result in certain similarities and differences in individual knowledge-sharing...

"This authoritative Guide provides 41 summaries of important theories used for research in human resource management (HRM). Each entry clearly defines a theory, provides insight into the development of the theory, demonstrates the application of the theory to HRM, and discusses areas where the...

Purpose – Despite the growing economic importance of Africa, the region has received scant attention in the international human resource management literature. The purpose of this paper is to address the gap in examining human resource management (HRM) practices in Western multinational...

Purpose – This paper examines Western multinational enterprises’ (MNEs) application of ethnocentrism in human resource management (HRM) practices utilised in their subsidiaries in Ghana. The practices examined include recruitment and selection, training and development, performance...

Purpose – To explore the contention that, contrary to earlier research suggesting that people in transition economies such as Russia and China have a propensity not to share knowledge, Russians' and Chinese' may in fact be more inclined to share knowledge than people in Western, industrialised...

The unprecedented escalation in the number of organizations that have decided to internationalize their operations in the last two decades, and the international movement of labor that has accompanied such expansion has meant that understanding the process of knowledge sharing within subsidiary...