Enhancing knowledge transfer during and after international assignments

Kerri Anne Crowne

57 citations0/0 files storedJournal of Knowledge Management

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International Student and Expatriate Challenges International Business and FDI Innovation and Knowledge Management

Abstract

Purpose The purpose of this paper is to expand the research in knowledge management, by specifically examining knowledge transfer among expatriates, repatriates and top management teams. The relationships posited here should aid multinational firms in increasing their international assignment return on investment. Design/methodology/approach Based on previous literature, a theoretical model of the anticipated impact of feedback seeking behaviors and social networks among international assignees and top management teams is presented. Research limitations/implications While this article expands the literature in knowledge transfer and encourages multinational enterprises to examine their knowledge management strategies among expatriate, repatriates and top management teams, the model presented is limited. It does not integrate some elements that may cause difficulties for expatriates and repatriates and hinder knowledge transfer. Practical implications Top management teams should take an active interest in increasing the knowledge transfer from expatriates and repatriates in the organization because of the expected positive impact it will have on global performance. In order to be more proactive, firms need to implement formal mechanisms, as well as encouraging informal mechanisms in order to transfer knowledge, which should aid the organization in such areas as their expatriation‐repatriation process and foreign subsidiary operations. Originality/value To date, no article has addressed how feedback‐seeking behaviors and social networks, together, can enhance knowledge transfer among expatriates, repatriates and Top Management Teams. Furthermore, evidence of effective knowledge transfer during international assignments is scant. Therefore this article fills a gap in the literature by expanding the research on knowledge management.

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References

1988Social Capital in the Creation of Human Capital 2000Social Capital in the Creation of Human Capital 2000Dynamic capabilities: what are they?1992Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology 2000Knowledge Transfer: A Basis for Competitive Advantage in Firms 1999What's your strategy for managing knowledge?1993Knowledge of the Firm and the Evolutionary Theory of the Multinational Corporation 2005Social Capital, Networks, and Knowledge Transfer

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2021Examining knowledge transfer and networks: an overview of the last twenty years 2012Key factors influencing Korean expatriates' and spouses' perceptions of expatriation and repatriation 2016A practical perspective on repatriate knowledge transfer 2013Subsidiary managers’ knowledge mobilizations: Unpacking emergent knowledge flows 2012Repatriation of expatriate employees, knowledge transfer, and organizational learning 2015

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