What makes for successful repatriate knowledge transfer? Implications for repatriation and global leadership
Research output: Contributions to collected editions/works › Contributions to collected editions/anthologies › Research › peer-review
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Advances in Global Leadership. ed. / Joyce Osland; Betina Szkudlarek; Mark E. Mendenhall; B. Sebastian Reiche. Vol. 13 1. ed. Bingley: Emerald Publishing Limited, 2020. p. 105-128 (Advances in Global Leadership; Vol. 13).
Research output: Contributions to collected editions/works › Contributions to collected editions/anthologies › Research › peer-review
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T1 - What makes for successful repatriate knowledge transfer? Implications for repatriation and global leadership
AU - Osland, Joyce S.
AU - Szkudlarek, Betina
AU - Oddou, Gary
AU - Furuya, Norihito
AU - Deller, Jürgen
PY - 2020/10/19
Y1 - 2020/10/19
N2 - Knowledge transfer is an important global leader (GL) competency, given their role as knowledge brokers and capacity builders. However, knowledge transfer skills and the transfer process itself have received scant attention from both global mobility and leadership scholars. Similarly, multinationals have seldom systematically collected and utilized repatriate knowledge, despite the competitive advantage it represents in a global knowledge economy. To fill this gap, an exploratory qualitative study employing critical incidents and interviews with a multi-country sample of 47 German, Japanese, and US repatriates identified variables that facilitate knowledge transfer attempts to the work unit. Our findings corroborate the proposed variables in a conceptual model of the transfer process and articulate the transfer skills that help explain their ability to transfer. Most importantly, our findings introduce an interactive transfer model that explicates the microprocess of transfer in the repatriate–work unit relationship. We conclude with implications for global leadership research and HRM practice.
AB - Knowledge transfer is an important global leader (GL) competency, given their role as knowledge brokers and capacity builders. However, knowledge transfer skills and the transfer process itself have received scant attention from both global mobility and leadership scholars. Similarly, multinationals have seldom systematically collected and utilized repatriate knowledge, despite the competitive advantage it represents in a global knowledge economy. To fill this gap, an exploratory qualitative study employing critical incidents and interviews with a multi-country sample of 47 German, Japanese, and US repatriates identified variables that facilitate knowledge transfer attempts to the work unit. Our findings corroborate the proposed variables in a conceptual model of the transfer process and articulate the transfer skills that help explain their ability to transfer. Most importantly, our findings introduce an interactive transfer model that explicates the microprocess of transfer in the repatriate–work unit relationship. We conclude with implications for global leadership research and HRM practice.
KW - Business psychology
KW - Global leadership
KW - Knowledge transfer
KW - repatriate knowledge transfer
KW - Knowledge transfer skills
KW - HRM practices
KW - Global leadership development
U2 - 10.1108/S1535-120320200000013004
DO - 10.1108/S1535-120320200000013004
M3 - Contributions to collected editions/anthologies
SN - 978-1-83909-593-1
VL - 13
T3 - Advances in Global Leadership
SP - 105
EP - 128
BT - Advances in Global Leadership
A2 - Osland, Joyce
A2 - Szkudlarek, Betina
A2 - Mendenhall, Mark E.
A2 - Reiche, B. Sebastian
PB - Emerald Publishing Limited
CY - Bingley
ER -