Can Global Talent Management Increase Knowledge Sharing in Foreign Subsidiaries?

Abstract

Multinational enterprises rely on host-country nationals (HCNs) to manage and work in their foreign subsidiaries. The purpose of this paper is to shed light on whether and how global talent management (GTM) contributes to HCNs’ knowledge sharing. We developed a conceptual model integrating social exchange, social identity, and attribution theories to examine how GTM influences HCNs’ knowledge sharing via increased organizational identification and the moderating role of GTM climate strength in the subsidiary. Survey results from 744 HCNs working for 28 foreign subsidiaries in South Korea showed that HCNs’ perceived GTM increases their knowledge sharing through their increased organizational identification. In addition, results showed that subsidiary climate strength strengthens the positive relationship between GTM perceptions and HCNs’ knowledge sharing, emphasizing the alignment between the perceived GTM of HCNs and actual GTM.