In the business world, international mergers and acquisitions (M&A) are often adopted. To localize technology afterward, international technology transfers (ITTs) are often carried out. Human Resource Management (HRM) practices can help the technology transfer process achieve better performance. However, human resource interactions within organizations are complex, and a generic definition of HRM can lead to inconclusive results. How human resource activities are implemented in organizations and how they function in ITT have to be emphasized and realized in detail.
Utilizing a case study of ITT between a Chinese company and an acquired Dutch medical company, this thesis analyzes the role of three HRM practices: staffing, performance-related rewards, and training in ITT. Thus, bringing clarity on how more specific features within HRM can be utilized to improve an ITT performance. The case study also defines criteria for the ITT process and establishes the difficulties in an ITT process and the implementation of HRM practices. Then it analyzes the role of HRM practices in ITT.
Based on the contingency theorists, the assessment clearly addressed the use of HRM practices aligned with the business strategies. The research agrees that it is crucial to acknowledge the situation of the business context, which requires consideration of industry, organizational structure, resources, etc. Interviews are used to collect data. The details of implementing the HRM practices within the organizations are also introduced. The criteria for the ITT are defined. The connections between HRM practices and the performance of ITT are built. Then models are proposed for the effects of training, performance-related rewards, and staffing on successful ITT. The models are disassembled into details.
In the studied case, the use of the HRM practices can benefit ITT performance by benefiting collaboration and communication between two organizations, transfer of tacit knowledge, and technology integration with local industries. The influence of training is the most recognized among the three HRM practices. Hard skills training is considerably more efficient than soft skills training with acquiring tacit knowledge. Recruiting and training can also help organizations gain abilities outside the organizations. Internal mobility helps transfer tacit knowledge and experience from the technology-giving side. The influence of rewards is relatively small. In the organizations studied, intrinsic rewards influence more the motivations of employees than extrinsic rewards. Cultural and organizational factors can significantly affect the implementation of HRM practices and the influence HRM practices had on ITT.