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

Figures & data

Figure 1. Strategic partnerships and KT of HR practices.

Table 1. Case-study companies and research participants.

Case study code	OEM/First tier supplier	Car/Motorbike	Participant code	Participant job role
BrOEM1	OEM	Car	Scm1	Supply chain director
			Scm2	Supply chain director
			Scm3	Supply chain director
			Mgr1	Production manager
BrOEM2	OEM	Car	HR1	HR director
			TU1	Trade union representative
BrOEM3	OEM	Car	Acct1	Accountant/Finance (Director)
			Acct2	Accountant/Finance (Director)
			Scm1	Supply chain director
BrSupplier1	First tier supplier	Car	CEO1	Director
			HR1	HR director
			PM1	Production manager
BrSupplier2	First tier supplier	Motorbike	Acct1	Accountant/Finance director
			HR1	HR Director
BrSupplier3	First tier supplier	Car	SCM1	Quality manager – supply chains
			Acct1	Accountant/Finance director
BrSupplier4	First tier supplier	Motorbike	HR1	HR director
			Mrkt	Marketing director
			Acct1	Accountant/Finance director
			Acct2	Accountant/Finance director
			Scm1	Supply chain/Quality director
BrSupplier5	First tier supplier	Car	HR1	HR manager

Table 2. Major themes and subthemes.

Major theme	Subthemes included:
Background-industry	Number of OEMs
	Competitiveness
	Growth or decline
	Legislation
	Labour relations
Background-company	Years in existence
	Products
	Plants in other regions
	Market share
	Country of ownership
	Internal relationships
Supply chain management	Which suppliers
	How choose suppliers
	Location of suppliers
	Company relationship with clients and suppliers
	Nature of contracts
	Influences on supply chain management
HR practices	Number and type of workers
	Performance management
	Recruitment
	Training
	Pay and reward
	Equal opportunities
	Redundancy and job loss
	Factors influencing HR practices
Information sharing	Strategic suppliers (or not)
	Sharing of HR information and HR costs
	Sustaining of relationships
	Trust
	Confidentiality
	Factors influencing sharing of information

Figure 2. Strategic partnerships and KT of HR practices (refined).