Knowledge Sharing Through Expatriate Relationships: A Social Capital Perspective

By K. Mäkelä. 2007

124 citations recorded by the source corpus.

Subfields: Communication, Sociology and Political Science, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/e9a2f062516f533a32f43cbe4d70dbad117bc8c1

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Communication

1. David G. Collings
2. Robert L. Engle
3. H. Scullion
4. Elaine Farndale
5. Paul Sparrow
6. Kerri Anne Crowne
7. Jiun-Shiu Chen
8. Al S. Lovvorn

In Sociology and Political Science

1. Robert L. Engle
2. Kerri Anne Crowne
3. Elaine Farndale
4. David G. Collings
5. H. Scullion

In Strategy and Management

1. Robert L. Engle
2. Kerri Anne Crowne
3. Elaine Farndale
4. Paul Sparrow
5. David G. Collings
6. H. Scullion

Citations in the corpus

• Cultural exposure, emotional intelligence, and cultural intelligence (2013, background): “These assignments are considered valuable for many reasons including knowledge sharing (Makela, 2007; Manev and Stevenson, 2001) and it is believed they can create a competitive advantage for a firm (Carpenter et al., 2000, 2001), but there may be other benefits that have not been explored.”
• The impact of international experience on cultural intelligence: an application of contact theory in a structured short-term programme (2014, background): “These assignments are considered valuable for knowledge sharing (Makela 2007; Manev and Stevenson 2001) and are thought to create competitive advantage for a firm (Carpenter, Sanders, and Gregersen 2000, 2001); however, they are expensive (Black and Gregersen 1999; Johnson, Lenartowicz, and Apud…”
• The role of the corporate HR function in global talent management (2010, background): “This includes being aware of events both inside and outside the organization, but also for CHR to take on the role of facilitating collaboration across the organization; HR’s role in building social capital beyond organizational boundaries to encourage cooperation across the company and improve firm”
• Integrating global mobility and global talent management: Exploring the challenges and strategic opportunities (2014, background): “Empirical research suggests that managers who have undertaken expatriate assignments possess significantly more social capital than managers with solely domestic experience (Mäkelä, 2007).”