Managing knowledge transfer between parent country nationals (Australia) and host country nationals (Asia)

Abstract

Parent country nationals (PCNs) have traditionally played an important role in international business by transferring knowledge to overseas subsidiaries. Based on a case study of an Australian manufacturer in Asia, this study shows how the knowledge gap between PCNs and host country nationals (HCNs) represents a barrier to knowledge transfer. This paper uses Polanyi's (1962) tacit triangle construct to examine the nature of this knowledge gap, and discusses how it affects the relationship between PCNs and HCNs. It develops a framework explaining how PCNs can adapt their role in response to the knowledge gap.