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We adopt the social network perspective to develop a conceptual model and examine the relationship among human resource (HR) practices, interpersonal relations, and intrafi rm knowledge transfer in knowledge-intensive fi rms. Our results indicate that work design, along with training and development HR practices, can shape the structural relation. At the same time, both also exhibit potential for shaping affective and cognitive relations within a fi rm's social network. While the effects of work design along with training and development HR practices on intrafi rm knowledge transfer are primarily mediated by interpersonal relations, we found some evidence for arguing that incentives and motivation HR practices directly affect intrafi rm knowledge transfer.

Due to the ever greater cooperation between China and CEE countries, and especially the lack of research on the young generation's work values among the latter, we fill an empirical gap and conduct a comparative analysis of work values among Chinese and Slovenian business students. We explore the relationship between national culture and differences in expressed work values. While advancement was the top item within both samples, we found a stronger instrumental value dimension for the Slovenians and a stronger social-altruistic value dimension for the Chinese. Moreover, while national culture remains a factor for understanding the work values of the young generation, it is not the dominant one. Our results offer some support for a universal or crossvergence perspective on the work values of the young generation. Aufgrund der sich intensivierenden Kooperation zwischen China und den MOE-Ländern sowie des Forschungsdefizits bezüglich arbeitsbezogener Werte der jüngeren Generation, soll diese komparative Analyse der chinesischen und slowenischen Wirtschaftsstudenten eine empirische Lücke füllen. Wir untersuchen die Relation zwischen Kultur und den Unterschieden in den genannten Werten. Während Beförderung der Hauptaspekt innerhalb beider Stichproben war, fanden wir eine stärkere instrumentelle Wertedimension bei den Slowenen und eine stärkere sozial-altruistische Wertedimension bei den Chinesen. Obwohl Kultur ein Faktor für das Verständnis dieser Werte bleibt, ist es nicht die dominierende Größe. Unsere Ergebnisse unterstützen eine universelle Perspektive auf die arbeitsbezogenen Werte der jüngeren Generation.

PurposeThe paper aims to examine structural positions of individuals, especially HR actors (line managers and HR specialists) within relational networks for creating and sharing knowledge and to explore implications for designing and implementing HR practices in knowledge‐intensive firms (KIF).Design/methodology/approachThis article used exploratory research design conducting a single case study of a KIF. Social network analysis (SNA) – network centrality measures and visualization tools – was used to examine the structural position of individuals.FindingsLine managers who are HR actors are centrally positioned within examined knowledge networks, while the HR specialist is not, which implies that the decentralized approach to HRM in KIF can be effective. Results also show that the more operational (instrumental) the information or knowledge flow is, the denser the knowledge networks.Research limitations/implicationsThis study provides support for devolution of HRM to the line in KIF. It suggests that HRM could affect the process of knowledge creation and sharing by implementing HR practices through centrally positioned line managers. A limitation of the research is a single case study and observed intensity rather than quality of relations.Practical implicationsSNA appears to be an effective tool for mapping relationships in an organization. Centrally positioned HR actors (especially line managers involved in HRM) in knowledge networks are advantageous for HRM effectiveness only if obstacles to their effectiveness are properly managed. HR specialists should relate strongly to these actors to enable successful design and implementation of HR practices.Originality/valueThe paper applies SNA to the HRM field, thus expanding the traditional view of HRM into examining the position of HR actors in relational networks and exploring their role in effectively executing HR practices.

Millennial talents are an important source of competitive advantage in an increasingly digitalized and globalized business environment. However, many employers report challenges related to attracting, managing and especially retaining young talents. Often, individual preferences and needs are not known and(or) sufficiently considered, which creates tensions and increases the risk of losing young talents. We explore Millennials' employment expectations with the anticipatory psychological contract in two under investigated contexts -Central and Eastern Europe and East Asia. A quantitative research design is used to analyse the features of anticipatory psychological contract, employing samples of undergraduate business students. Findings reveal that Millennials prefer balanced types of anticipatory psychological contract for both employee and employer obligations, followed by relational and transactional types. The analysis uncovered certain regional differences as well. In addition, potential psychological contract breach situations are identified for a Slovenian sample when comparing students' and employers' expectations. Based on these insights we propose relevant retention strategies and practices for young talent retention.