International knowledge transfers through expatriates

By Kimmo Riusala, Vesa Suutari. 2004

183 citations recorded by the source corpus.

Subfields: Communication, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/85903c05c948e39925f43a7b7e4ffa0e74b545ba

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Citations in the corpus

Global mentoring as a means of career development and knowledge creation: A learning‐based framework and agenda for future research (2005, background): “The expatriates reported that they were not trained for knowledge transfer and that transmittals weren’t well organized (Riusala and Suutari, 2004).”
Repatriating knowledge: variables influencing the “transfer” process (2009, background): “…unidirectional view of the knowledge flow process – from domestic to foreign (Bartlett & Ghoshal, 1998; Berthoin Antal, & Böhling, 1998; Bonache & Brewster, 2001; Bonache, Brewster, & Suutari, 2001; Brewster, 1991; Downes & Thomas, 1999; Hocking et al., 2004; Riusala & Suutari, 2004; Tsang, 1999).”
Global cluster networks—foreign direct investment flows from Canada to China (2014, background): “knowledge can be transferred back and forth, for instance, through assignments and reassignments of expatriate managers across different contexts (Beaverstock, 2004; Riusala and Suutari, 2004; Hocking et al., 2007).”
The role of international assignees' social capital in creating inter-unit intellectual capital: A cross-level model (2009, background): “…MNC knowledge flows; social capital; intellectual capital The role of international staff as agents of knowledge flows in multinational corporations (MNCs) has become a subject of recent academic inquiry (Bonache & Brewster, 2001; Hocking, Brown, & Harzing, 2004; Riusala & Suutari, 2004).”
Cultural distance, expatriate staffing and subsidiary performance: The case of US subsidiaries of multinational corporations (2008, background): “Expatriates can control and coordinate subsidiary operations, transfer MNC-specific knowledge to the host location, and assure that the subsidiary is performing in line with the expectations of the parent MNC (Edstrom and Galbraith 1977; Dowling, Welch and Schuler 1999; Harzing 2001b; Riusala and Su”