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Cited by

• 2006Challenges and prospects of HRM in developing countries: testing the HRM–performance link in the Eritrean civil service350 cited
• 2008The Multinational Corporation as a Third Space: Rethinking International Management Discourse on Knowledge Transfer Through Homi Bhabha230 cited
• 2005Managing human resource capabilities for sustainable competitive advantage142 cited
• 2004The ongoing legacy of R.L. Katz123 cited
• 2006Organizational learning and performance101 cited
• 2004Strategic human resource management and resource‐based approach: the evidence from the british manufacturing industry89 cited
• 2005Organizational learning in Indian organizations: a strategic HRM perspective76 cited
• 2009A model for evaluating the effectiveness of middle managers' training courses: evidence from a major banking organization in Greece73 cited
• 2002Differences in international human resource development among indigenous firms and multinational affiliates in East and Southeast Asia55 cited
• 2015High performance HRM and establishment performance in Pakistan: an empirical analysis48 cited
• 2008A paradigm shift in the Arab region knowledge evolution39 cited
• 2002Human resource development in remote island communities: an evaluation of tour‐guide training in Vanuatu28 cited
• 2007Transfer of training: a case‐study of outsourced training for staff from Bhutan