Abstract
In this paper Chinese foreign invested enterprises (FIEs) are employed as prototypes to generate a model of how transnationals can transfer both tacit and explicit knowledge between their units as well as between FIEs and the parent organization. We propose that successful intra-organization knowledge transfer depends upon: (1) collective creation of knowledge as intellectual and social capital available throughout the organization; (2) trust-based collaboration among geographically dispersed entities that form the transnational organization; and (3) the willingness and ability of organizational units to use that knowledge. The paper further proposes that organizational knowledge should ideally flow in multiple directions, providing learning opportunities for both investing and host organizations. Implications for transfer of best practices, a specific form of tacit knowledge, are also offered.
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Acknowledgements
This study is funded in part by the Norwegian School of Management BI in cooperation with Fudan University (Shanghai); The University at Albany, State University of New York; and the U.S. National Science Foundation. We are grateful for comments provided by George Farris, Mingfang Li, and other participants of the Zhejiang University U.S.-China Mini Workshop on Technology and Innovation.
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Miesing, P., Kriger, M.P. & Slough, N. Towards a model of effective knowledge transfer within transnationals: The case of Chinese foreign invested enterprises. J Technol Transfer 32, 109–122 (2007). https://doi.org/10.1007/s10961-006-9006-y
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DOI: https://doi.org/10.1007/s10961-006-9006-y