People management and innovation in emerging market multinationals

Moeller, M, Maley, J, Harvey, M and Dabić, M ORCID: https://orcid.org/0000-0001-8374-9719, 2016. People management and innovation in emerging market multinationals. Journal of Management Development, 35 (4), pp. 530-548. ISSN 0262-1711

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Abstract

As the internationalization process dictates the existence of cross-country networks it is essential to explore avenues that allow emerging market multinationals (EMNCs) to share and receive knowledge that can benefit them locally and globally. In this manuscript we explore this conundrum by addressing the significance of creating a global mindset in individuals and across the MNC. In the manuscript we articulate the mechanisms that influence global managers’ abilities to engage effectively with other global managers across borders. We argued that global managers engage in reciprocal learning processes to obtain new, innovative knowledge about other countries’ environments and business practices. We furthermore suggest that the effectiveness of new knowledge creation is dependent upon the appropriate input, throughput, and output competencies of those involved in the reciprocal learning process. Proper people management plays a crucial role in fostering an environment where employees’ commitment will lead to organisational innovation. Propositions foreshadowing in the new, innovative knowledge creation process across cultural and personal levels are articulated.

Item Type:	Journal article
Publication Title:	Journal of Management Development
Creators:	Moeller, M., Maley, J., Harvey, M. and Dabić, M.
Publisher:	Emerald
Date:	2016
Volume:	35
Number:	4
ISSN:	0262-1711
Identifiers:	Number Type 10.1108/JMD-04-2015-0053 DOI
Divisions:	Schools > Nottingham Business School
Record created by:	Jonathan Gallacher
Date Added:	17 Jan 2017 11:31
Last Modified:	09 Jun 2017 14:11
URI:	https://irep.ntu.ac.uk/id/eprint/29765

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