Promoting knowledge sharing in foreign subsidiaries through global talent management: the roles of local employees’ identification and climate strength

Abstract

This study investigates how global talent management (GTM) contributes to host-country national (HCN) knowledge sharing. Drawing from the social exchange, social identity, and attribution theories, we developed a theoretical model to examine how GTM influences HCN knowledge sharing via increased organizational identification and the moderating role of GTM climate strength in foreign subsidiaries. The survey results from 744 HCNs working for 28 foreign subsidiaries in South Korea demonstrate that HCNs’ perceived GTM enhances their knowledge sharing by increasing organizational identification. A cross-level interaction analysis further suggests that GTM climate strength facilitates a positive relationship between GTM perceptions and HCN knowledge sharing, emphasizing the effect of consistency between the perceived GTM of employees and that of employers.

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