Document Type

Article

Publication Date

4-1-2011

Abstract

Knowledge sharing typically examines organizational transfer of knowledge, often from headquarters to subsidiaries, from developed country sites to emerging country sites, or from host to local employees. Yes, recent research, such as Prahalad's Bottom of the Pyramid, raises the question of reverse transfer of knowledge, or whether knowledge could and should be transferred from local sites to home country sites within an organization. As several emerging economies build their capabilities in knowledge, research and development, marketing, and the like, it only makes sense to consider what type of knowledge and how to transfer it in reverse or bi-directional manners.

This reflection paper takes one step back in the process. Rather than focusing on what knowledge transfer may make sense within an organization, we consider, through a series of small case studies and experience, what types of knowledge are important for foreigners to know at the initial stages of engagement abroad as they consider whether to do business in an emerging country.

Comments

No comments to note

Copyright Statement

This is an author-produced, peer-reviewed version of this article. The final, definitive version of this document can be found online at International Journal of Human Resources Development and Management, published by Inderscience. Copyright restrictions may apply. DOI: 10.1504/IJHRDM.2011.041672

Share

COinS