Knowledge Strategies, Firm Types, and Complementarity in Human-Resource Practices
By Keld Laursen, Volker Mahnke. 2001
175 citations recorded by the source corpus.
Subfields: Management Information Systems, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/f83194e88074eb99d8ed9c9a88e9a183c005dbcc
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In Management Information Systems
- N. J. Foss
- Fátima Guadamillas
- Mario Javier Donate
- Réjean Landry
- Nabil Amara
- David Doloreux
- Keld Laursen
- Torben Pedersen
In Strategy and Management
- N. J. Foss
- Keld Laursen
- Torben Pedersen
- Mario Javier Donate
- Nabil Amara
- Réjean Landry
- David Doloreux
- Fátima Guadamillas
Citations in the corpus
- The impact of knowledge management on MNC subsidiary performance: the role of absorptive capacity (2005, background): “…and ambiguous knowledge exchange relation, providing explicit rewards alongside informal acknowledgements can increase motivation, in particular, if explicit rewards act as complement rather than as substitute to intrinsic motivation (Frey, 1997; Foss and Mahnke, 2003; Laursen and Mahnke, 2001).”
- Human Resource Management Practices and Innovation (2012, background): “In a study utilizing data on 1,884 Danish firms examining complementarities between HRM practices, Laursen and Mahnke (2001) confirm that industry-affiliation is a key determinant of the adoption of HRM practices.”
- New human resource management practices, complementarities and the impact on innovation performance (2003, background): “), and they tend to be adopted in a system-like manner rather than as individual components (Ichniowski et al., 1997; Laursen and Mahnke, 2001).”
- Patterns of innovation in knowledge-intensive business services (2009, methodology): “In the third approach, which is the one adopted in this article, the choices under scrutiny are the dependent elements of the empirical model (Galia & Legros, 2004; Laursen & Mahnke, 2001; Schmidt, 2007).”
- Organizational Factors to Support Knowledge Management and Innovation (2011, methodology): “Similarly to Laursen and Mahnke (2001) and Cabrera and Cabrera (2005), in this study knowledge-centered HR practices are considered as those which contribute to develop an environment that allows the firm to take advantage of knowledge exploration and exploration initiatives, such as…”