Acceso usuarios
This paper uses longitudinal case studies of HR reform within privatised Jordanian undertakings, with French parent companies, to analyse HRM knowledge transfer across geographical and �psychic� boundaries, following business acquisitions in an emerging Middle Eastern economy. It does this by paying attention to organisational information and control mechanisms utilised by multinational companies (MNCs). The findings indicate that, when working across transcultural settings, MNC managers who pay attention to the intermediating influences of how the parties build common understanding and learn to work together affect the success of inter-unit knowledge transfer.
