Global knowledge transfers through inpatriates: performance management, LMX and embeddedness

Abstract

Purpose The study explores inpatriation and the role of performance management (PM) upon knowledge transfer through the theoretical lenses of leader–member exchange (LMX) and social embeddedness theories. Design/methodology/approach The study adopts a qualitative approach and focuses on inpatriate managers at the headquarters of three large UK healthcare multinational corporations (MNC). The authors were able to collect and analyze 24 interviews, with a focus on our key variables. The authors also conducted interviews with human resource (HR) personnel responsible for global mobility. Findings The findings suggest that the inpatriate managers’ willingness to transfer knowledge is contingent on their LMX with their supervisor and embeddedness within the firm. The authors found that good PM is the facilitator. Originality/value The critical contribution of the paper is exposing apparent weaknesses in current inpatriate PM practices in contributing to the MNCs' global knowledge flows, and ultimately, firm performance. This study's findings add to the awareness of how MNC knowledge flows transpire and emphasize the importance of rigorous PM practices for MNC knowledge transfer.

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