Perceived organisational climate, knowledge transfer and innovation in China-based research and development companies

Yi ZHANG, Thomas M. BEGLEY

Research output: Journal PublicationsJournal Article (refereed)

14 Citations (Scopus)

Abstract

In this study, we integrate three concepts: perceived organisational climate, knowledge transfer and individual innovation. Relationships of organisational climate with innovation have been studied mainly in Western countries. We test three sets of hypotheses that compare two groups of Chinese research and development (RandD) professionals: those working for Chinese companies (CCs) and those working for China-based subsidiaries of US companies (ACs). The findings support two conclusions: (1) organisational climate constructs show relevance in China and (2) company origin matters: the two groups of Chinese professionals show somewhat different patterns of climate-knowledge transfer-innovation relationships.
Original languageEnglish
Pages (from-to)34-56
Number of pages23
JournalInternational Journal of Human Resource Management
Volume22
Issue number1
DOIs
Publication statusPublished - 1 Jan 2011

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Innovation
Industry
China
Knowledge innovation
Knowledge transfer
Organizational climate
Climate
Subsidiaries

Keywords

  • China-based R and D companies
  • Individual innovation
  • Organizational climate

Cite this

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Perceived organisational climate, knowledge transfer and innovation in China-based research and development companies. / ZHANG, Yi; BEGLEY, Thomas M.

In: International Journal of Human Resource Management, Vol. 22, No. 1, 01.01.2011, p. 34-56.

Research output: Journal PublicationsJournal Article (refereed)

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AB - In this study, we integrate three concepts: perceived organisational climate, knowledge transfer and individual innovation. Relationships of organisational climate with innovation have been studied mainly in Western countries. We test three sets of hypotheses that compare two groups of Chinese research and development (RandD) professionals: those working for Chinese companies (CCs) and those working for China-based subsidiaries of US companies (ACs). The findings support two conclusions: (1) organisational climate constructs show relevance in China and (2) company origin matters: the two groups of Chinese professionals show somewhat different patterns of climate-knowledge transfer-innovation relationships.

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