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The study investigated how MNCs mobilise knowledge transfer fit in subsidiaries recipients. The hypotheses are developed that the knowledge transfer process via personnel aspects enhances the individual and organisational team competency to generate and transfer knowledge to fit with their recipients' needs. This empirical study is based on the data collected from two rounds of mailed questionnaire surveys of 600 MNC subsidiaries in Thailand. A total of 83 usable responses were returned, representing a response rate of 14%. The empirical results clarify some issues and propose the boundary conditions: (a) Firms should select people and orient with the kinds of knowledge to be transferred to take advantage of their effects on performance and (b) the importance of knowledge transfer through people's mobility across focal subsidiary as key drivers behind MNC's remarkable success. However, firms should not forget that in developing countries, there may be weaker informational capabilities and limited support industries.

In its transition from a centrally planned economy to a market economy, Vietnam has achieved remarkable success. During this transition, Vietnam businesses have implemented a number of HRM practices used primarily by companies in Western cultures. This study specifically investigates the impact of three HRM practices: training, performance appraisal systems and incentive pay, on firm performance to determine if results mirror those obtained in the more highly developed economies of the West. A sample of 200 Hanoi manufacturing SMEs was surveyed regarding their practices in these areas. The result provides empirical support that training, performance appraisal and incentive compensation have positive effects on Vietnamese SME performance, with incentive compensation having the greatest impact.

Prior research has shown that the level of communication has an effect on the learning outcomes in R&D alliances and, subsequently, on performance. The level of communication depends on issues such as the systems that enhance knowledge sharing and the factors that deter knowledge flows, such as tacitness of knowledge and (deliberate) barriers set up to limit knowledge transfer. Innovations and value can only be created through sufficiently open knowledge sharing. But on the other hand, too open knowledge sharing might outrun the value gained by innovations if the knowledge lost would leave the knowledge sharing firm vulnerable. Yet, there is still a lack of understanding on which factors are responsible of the level of communication and to what extent. In particular, it has often been forgotten that HRM-related mechanisms are not only functional within firms, but also between firms. Thus, in this study, the HRM-related mechanisms that contribute to both of these areas are examined by using empirical quantitative data gathered from 83 Finnish R&D intensive firms.

In terms of innovation generation and management, creative employees are the most valuable resources in small firms. Thus, knowledge leaking and leaving are the major staff-related risks. Protecting HRM-related knowledge is one effective way of dealing with these challenges, although this is not always acknowledged by academics or by managers. It is particularly valuable in safeguarding the existing background knowledge of the firm, and thus the prerequisites for future innovation. The aim in this study is to shed light on what is a somewhat neglected protection and appropriability mechanism, and thus to enhance understanding of the role of HRM in protecting core company knowledge—especially in SMEs. These issues are explored in a review of the latest literature and a case study of 15 SMEs representing three industries. The theoretical contribution of the study is to introduce and empirically test a typology of five HRM-related knowledge-protection mechanisms: recruitment, education and training on matters of confidentiality, retaining employees, capturing and diffusing knowledge in-house, and monitoring.

The extant research findings have identified lacunas (i.e. gaps, unresolved issues, and black box) in the High-Performance Work System (HPWS)-Performance relationship and suggested usage of a mechanism (mediator) that can close up the identified lacunas. Thus, this study investigates whether employee creativity can play a mediating role in the relationship between HPWS and firm non-financial performance. The sample size of the study is 518, and respondents were selected through stratified sampling technique. Data were collected from the sampled 518 managers in Nigerian firms. Partial Least Squares (PLS) algorithm and bootstrapping techniques were used for data analysis. The result indicates that employee creativity competitively/partially mediates the relationship between HPWS and non-financial performance. Employee creativity represents an appropriate mechanism to explain the relationship between HPWS and non-financial performance. Hence, the positive indirect effect via the mediator variable (employee creativity) reveals the ‘true’ relationship between HPWS and non-financial performance. This result implies that HPWS may not necessarily enhance non-financial performance. Ill-configured HPWS could jeopardize non-financial performance, but HPWS that stimulates employee creativity would enhance non-financial performance. Lastly, the implications, limitations and suggestions for future research are discussed.

Duck hepatitis A virus type 1 (DHAV-1) infection is a highly contagious and fatal disease of young ducklings. A live attenuated vaccine strain designated as 5886 has been used in Taiwan for the control of DHAV-1. Although several molecular biological methods are reported for diagnosis of DHAV-1 infection, none of them is able to discriminate between the vaccine strain and field viruses of DHAV-1. In the present study, a real-time reverse transcriptase polymerase chain reaction (RT-PCR) and high resolution melting (HRM) assay was developed for rapid detection and differentiation between the vaccine strain and field viruses of DHAV-1. This assay is highly specific for DHAV-1 and the detection limit is about 100 copies of the viral RNA. Experiments using fecal samples collected from ducklings experimentally infected with DHAV-1 showed that DHAV-1 could be detected in fecal samples as early as 6 h post-infection. In summary, a real-time RT-PCR and HRM assay is developed in this study and this assay could be valuable for diagnosis and surveillance of DHAV-1 infection in the field.

The extant research findings have identified lacunas (i.e. gaps, unresolved issues, and black box) in the High-Performance Work System (HPWS)-Performance relationship and suggested usage of a mechanism (mediator) that can close up the identified lacunas. Thus, this study investigates whether employee creativity can play a mediating role in the relationship between HPWS and firm non-financial performance. The sample size of the study is 518, and respondents were selected through stratified sampling technique. Data were collected from the sampled 518 managers in Nigerian firms. Partial Least Squares (PLS) algorithm and bootstrapping techniques were used for data analysis. The result indicates that employee creativity competitively/partially mediates the relationship between HPWS and non-financial performance. Employee creativity represents an appropriate mechanism to explain the relationship between HPWS and non-financial performance. Hence, the positive indirect effect via the mediator variable (employee creativity) reveals the ‘true’ relationship between HPWS and non-financial performance. This result implies that HPWS may not necessarily enhance non-financial performance. Ill-configured HPWS could jeopardize non-financial performance, but HPWS that stimulates employee creativity would enhance non-financial performance. Lastly, the implications, limitations and suggestions for future research are discussed.

Artificial intelligence is a tool used by human intelligence and technology to improve various fields’ performance. In the simplest sense, AI is a branch of intelligence involved in constructing intelligent machines that can be used for work that usually requires human understanding. Human resources management plays a vital role in the company’s management and generally encompasses people and their behaviour. HR policies are a set of guidelines for the organisation’s management of its staff. Today, HR managers must examine the skills and talents required by employee artificial intelligence in different departments. The problem identified here is that human limitations, such as biases, preconceptions, and time restrictions, can prevent an HRM process’s effectiveness. This is a problem because it can lead an organisation to lose its job and monetary value candidates. The chapter discusses artificial intelligence’s influence on job/work and HRM where we are focusing mostly on small manufacturing units.