This paper investigates knowledge transfer of HRM across strategic partnerships in the Brazilian automotive industry, and the contextual factors impacting on knowledge transfer within the supply chain. Case study research in automotive companies and suppliers in Brazil is used to illustrate how in automotive industries, relationships with suppliers have traditionally been viewed as close, strategic partnerships, but over time, there has been a move toward more attenuated, supply chains, involving a shift towards more remote suppliers for basic components, and arms length relationships with them. In turn, this has impacted on how knowledge on HR has been transferred from manufacturers to suppliers. Both strategic partnerships and knowledge transfer have been affected by internal drives toward cost cutting and talent retention, and external factors such as global competition through cheap imports, legislation, taxes, and unions. Evidence on the sometimes contradictory attitudes toward knowledge transfer contributes toward the broader literatures on international HRM and knowledge transfer in emerging economies, while the gradual unwinding of relationships has implications for policy and practice.
CORE (COnnecting REpositories)
CORE (COnnecting REpositories)