Praise of intra-organisational social capital and knowledge sharing behaviors in MNCs

Reviewing the literature suggests that there are four key research gap associated with internal marketing practices, human resource development (HRD), social capital and knowledge sharing including: (i) lack of studies on how internal marketing capacities can shape the structure of social capital within an multinational organization (MNCs); (ii) lack of studies on how HRD mechanism, intra-organizational social capital and knowledge sharing behaviors provide a critical link (mediation role) between internal marketing practices and multinational organization outcomes. In addition, this manuscript emphasizes; (iii) lack of studies on the importance of internal marketing practices for proposing an integrative and complete framework for explaining and predicting organizational outcomes ; (iv) and the importance of internal marketing as moderating factors between HRD mechanism, social capital and knowledge sharing. Consequently to address the aforementioned research gaps, this paper argues the need to combine human resource management tools such as internal marketing practices, with those from behavioral and decision sciences, namely human resource development (HRD), organizational variables and the resource-based view (RBV) of organizations and the resultant resource-based theories. Accordingly, the present manuscript contribute to the literature by informing researchers active at the intersection of internal marketing practices and organizational outcomes, not only by promoting their HRD mechanism, but also by increasing other vital and effective corporate resources: that is, intra-organizational social capital and knowledge sharing behaviors to equips them for their future studies with a consistent and empirically supported theoretical and methodological approach. In the end, the implications and research practices are discussed.

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