Abstract
At least since 1987, when Michael Porter had published his famous article in Harvard Business Review, we know that a large share in cross-border ventures is bound to fail. In recent years, despite soaring foreign direct investment there is little evidence of much change, large parts succeed, and very many others fail. We contribute to the literature by adding a cross cultural knowledge management perspective, which could help to understand why resistance by host country staff is emerging in international ventures.
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