Knowledge transfer within strategic partnerships: the case of HRM in the Brazilian motor industry supply chain

Abstract

This paper investigates knowledge transfer (KT) of human resource management (HRM) across strategic partnerships in the Brazilian automotive industry, and the contextual factors impacting on KT 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 towards 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 KT have been affected by internal drives towards 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 towards KT contributes towards the broader literatures on international HRM and KT in emerging economies, while the gradual unwinding of relationships has implications for policy and practice.

Keywords:

• automotive industry
• Brazil
• HRM
• knowledge transfer
• strategic partnerships
• supply chains

Acknowledgements

The authors would like to acknowledge the support and contributions of the broader project team and Advisory Board, in addition to those interviewed for the purpose of this research. We would also like to thank Dr Shlomo Tarba and the anonymous reviewers for their feedback and encouragement regarding the development of this paper.