Repatriate Knowledge Transfer Research Articles

Repatriates’ Experience of Identity Strain and Repatriate Knowledge Transfer

While it is common for repatriates to experience identity strain when they return from an international assignment, we know little about how the experience of strain leads to knowledge-related outcomes for repatriates and, by extension, their coworkers. Adopting an identity theory perspective, we conceptualize knowledge transfer as a form of repatriates’ identity enactment in the face of identity strain upon their return. Further, we consider two conditions that determine how repatriates’ experience of identity strain may translate into beneficial knowledge transfer outcomes for repatriates’ colleagues: repatriates’ generalized self-efficacy and colleagues’ trust in repatriates. Drawing on a sample of 118 matched repatriate-colleague responses across five MNCs, we find that repatriates’ level of knowledge transfer with colleagues mediates the relationship between repatriates’ identity strain and colleague perceptions of useful knowledge receipt from repatriates. We also demonstrate that while this mediated relationship is negative at low levels of repatriates’ generalized self-efficacy, it becomes non-significant when generalized self-efficacy is high. Similarly, the mediated relationship is negative at low levels of colleagues’ trust in repatriates, but non-significant at high levels of colleagues’ trust in repatriates. Our study contributes to identity theory and the literatures on international assignments and knowledge transfer in MNCs.

Reverse Knowledge Flows: How and When Do Preparation and Reintegration Facilitate Repatriate Knowledge Transfer?

AbstractThis paper applies a generalized exchange perspective to examine how and when reintegration in headquarters (HQ) facilitates repatriate knowledge transfer (RKT). Specifically, we theorize how the preparatory stage for repatriation – when expatriates are still abroad – enhances reintegration in HQ upon repatriation and subsequently RKT via interpersonal and career‐related pathways. For the former, we hypothesize that communication frequency with HQ actors before re‐entry enhances RKT via reintegration. We also hypothesize that communication frequency with HQ actors before re‐entry improves trust in HQ actors, which, in turn, strengthens the positive effect of reintegration on RKT. For the second pathway, we hypothesize that career and repatriate support before re‐entry increases RKT via reintegration. We also hypothesize that career and repatriate support before re‐entry enhances career satisfaction upon re‐entry, which, in turn, strengthens the positive effect of reintegration on RKT. Time‐lagged data from 129 assignees and their HQ supervisors support most of our hypotheses.

The Effect of Perceived Support on Repatriate Knowledge Transfer in MNCs: The Mediating Role of Repatriate Adjustment

Aim/Purpose: The present study examines the effect of perceived organisational and co-worker support on the adjustment of repatriates and its impact on their intention to transfer knowledge in multinational companies (MNCs). It also examines the relationship between perceived organisational support, co-worker support, and knowledge transfer through the mediating role of repatriate adjustment. Background: The ability of acquiring and utilising international knowledge is one of the core competitive advantages of MNCs. This knowledge is transferred by MNCs across their subsidiaries efficiently through repatriates, which will result in superior performance when compared to their local competitors. But in MNCs the expatriation process has been given more emphasis than the repatriation process; therefore, there is limited knowledge about repatriation knowledge transfer. Practically, the knowledge transferred by repatriates is not managed properly by the MNCs. Methodology: The proposed model was supported by Uncertainty Reduction Theory, Organisational Socialisation Theory, Organisational Support Theory, and Socialisation Resource Theory. The data were gathered from 246 repatriates working in Indian MNCs in the manufacturing and information technology sectors who had been on an international assignment for at least one year. The data obtained were analysed using Structural Equation Modeling (SEM) using AMOS 21 software. Contribution: The present study expands prior research on repatriate knowledge transfer by empirically investigating the mediating role of repatriate adjustment between perceived support and repatriate knowledge transfer in MNCs. The present study also highlights that organisational and co-worker support during repatriation is beneficial for repatriate knowledge transfer. It is important that MNCs initiate support practices during repatriation to motivate repatriates to transfer international knowledge. Findings: The results revealed that both perceived organisational and co-worker support had a significant role in predicting repatriate adjustment in MNCs. Furthermore, the results also revealed that perceived organisational and co-worker support increases repatriate knowledge transfer through repatriate adjustment in MNCs. Recommendations for Practitioners: This study indicates the role of management in motivating repatriates to transfer their knowledge to the organisation. The management of MNCs develop HR policies and strategies leading to high perceived organisational support, co-worker support, and repatriate adjustment. They need to pay particular attention to the factors that affect the repatriates’ intention to share knowledge with others in the organisation. Recommendation for Researchers: Researchers can use the validated measurement instrument which could be essential for the advancement of future empirical research on repatriate knowledge transfer. Impact on Society: The present study will assist MNCs in managing their repatriates during the repatriation process by developing an appropriate repatriation support system. This will help the repatriates to better adjust to their repatriation process which will motivate them to transfer the acquired knowledge. Future Research: Future research can adopt a longitudinal style to test the different levels of the adjustment process which will help in better understanding the repatriate adjustment process. Additionally, this model can be tested with the repatriates of other countries and in diverse cultures to confirm its external validity. Furthermore, future research can be done with the repatriates who go on an international assignment through their own initiative (self-initiated expatriates).

How and when do preparation and reintegration facilitate repatriate knowledge transfer

This study uses social exchange theory to examine how and when reintegration in headquarters (HQ) enhances repatriate knowledge transfer. Specifically, we theorize how the preparatory stage for rep...

Best of both worlds: How embeddedness fit in the host unit and the headquarters improve repatriate knowledge transfer

Knowledge transfer within multinational enterprises is a source of competitive advantage. However, we know little about repatriates’ role in reverse knowledge transfer upon their return to headquarters (HQ). Using an organizational embeddedness perspective, we conceptualized how embeddedness fit – individuals’ perceived match between their knowledge and skills and the job requirements – during the expatriation assignment and upon repatriation predicts repatriate knowledge transfer. To test the hypotheses, we collected multi-wave survey data from 129 repatriates and their supervisors and developed a repatriate knowledge transfer scale. The results show that perceived organizational support from HQ positively influences embeddedness fit, both in the host unit during expatriation and in the HQ upon repatriation. Further, embeddedness fit in the HQ upon repatriation has a direct effect, while embeddedness fit in the host unit during expatriation has an indirect effect on repatriate knowledge transfer via increased communication frequency with the former host unit. In addition, we found that knowledge transfer is particularly pronounced for repatriates with both high levels of embeddedness fit in the HQ upon repatriation and frequent communication with colleagues in their former host unit. Our results highlight the critical importance of helping expatriates increase their perceived embeddedness fit for reverse knowledge transfer to occur.

The influence of empowering leadership on repatriate knowledge transfer: understanding mechanisms and boundary conditions

Repatriate knowledge represents a valuable organizational resource, but its transfer upon return to the domestic work unit is a difficult process that often fails. To date, the leaders’ role in repatriate knowledge transfer (RKT) has not been studied empirically. This study employs the social information processing theory to understand the effect of empowering leadership on RKT. Based on multi-source data from 101 repatriate and domestic coworker dyads, we found that empowering leadership facilitated RKT via the perceived trustworthiness of domestic coworkers. Furthermore, the positive influence of empowering leaders on RKT was stronger when repatriate agreeableness was high. With our findings, we advance research on the role of leaders in cross-border knowledge transfer processes via repatriates in multinational companies.

Informal repatriate knowledge transfer: a qualitative analysis of Malaysian corporate executives

PurposeThis paper examines how informal knowledge transfer processes unfold during the repatriation of Malaysian executives. The goal is to develop a repatriate knowledge transfer process model, explaining the informal process through which repatriates make decisions about and transfer newly acquired knowledge.Design/methodology/approachGiven the unexplored nature of the informal knowledge transfer process the study investigates, this research adopts an exploratory qualitative research approach using interview data from 10 Malaysian corporate executives over a period of 14 months, covering prerepatriation and postrepatriation stages.FindingsThe findings indicate that from the repatriates' perspectives, the process flows during repatriates' knowledge transfer depend on the ability and motivation of repatriates, as well as their opportunity to communicate the newly acquired knowledge to their home country organization. We likewise learned that the repatriates' ability to overcome repatriate adjustment and knowledge transfer challenges is crucial in order for them to proactively initiate informal knowledge transfer.Practical implicationsThis research is significant as it will assist current and future expatriates to plan and prepare for repatriation and eventual knowledge transfer. The findings will also be useful to organizations that employ repatriates in preparing action plans for repatriation rather than solely focusing on expatriation.Originality/valueResearch and practice formally argue that expatriates are expected to transfer knowledge from the home country organization to the host country organization. While on assignment, expatriates become exposed to various types of new knowledge during the assignment, setting them up to disseminate this newly acquired knowledge to their home country organization upon repatriation – however, knowledge transfer upon repatriation is largely informal. This paper examines how this informal knowledge transfer process unfolds in the repatriation context over a period of 14 months by qualitatively tracing the experiences of 10 Malaysian corporate executives.

How do knowledge governance mechanisms impact on repatriate knowledge transfer intention? The moderating role of perceived career and repatriation support and person-organization fit

PurposeThis paper aims to explore the moderation effect of person-organization fit and perceived career and repatriation support on the relationship between knowledge governance and knowledge transfer intention of repatriates at multinational corporations.Design/methodology/approachSurvey data were collected from 243 repatriates who had been contacted beforehand from MNCs in China. Hierarchical regression, AMOS, and PROCESS tools were used to examine the data.FindingsThe results revealed that the repatriate knowledge governance mechanism was positively related to repatriate knowledge transfer intentions. What's more, person-organization fit and perceived career and repatriation support significantly moderate the effect of knowledge governance mechanisms on repatriate knowledge transfer intention.Originality/valueThis is the initial empirical research on the influence of person-organization fit and perceived career and repatriation support on the relationship between knowledge governance and repatriate knowledge transfer; it may help readers understand the complex process and relationships associated with repatriate knowledge transfer, and the results may be useful for repatriate knowledge governance in multinational corporations.

The Best of Both Worlds: The Benefits of Dual Embeddedness for Repatriate Knowledge Transfer

Drawing on job embeddedness theory, this study adopts a novel approach by integrating the role of dual job embeddedness during the expatriation cycle as a critical antecedent of repatriate knowledge transfer. Accordingly, this study explores the influence of 1) expatriates’ job embeddedness in the host unit during their international assignment and 2) their job embeddedness in the headquarters upon return, on repatriate knowledge transfer. Moreover, the study investigates the levers organizations can pull to facilitate job embeddedness in the host unit and the headquarters upon expatriates’ return. To test our hypotheses, we collected multi-wave survey data from 129 expatriates during and after their international assignment and further obtained supervisor-ratings six months after repatriation. In addition, we developed and validated a scale capturing repatriate knowledge transfer. Results show that perceived organizational support has a positive influence on job embeddedness, both in the host unit and the headquarters. Further, we found that job embeddedness in the headquarters exerts a direct effect on repatriate knowledge transfer, while job embeddedness in the host unit increases communication with the former host unit upon repatriation, which in turn led to enhanced knowledge transfer. The implications of this study for theory and practice are discussed.

Repatriate knowledge transfer: Antecedents and boundary conditions of a dyadic process

In this study, we build on the ability-motivation-opportunity framework to test whether both repatriates’ disseminative capacity and domestic employees’ absorptive capacity as well as their opportunities for interaction affect repatriate knowledge transfer. Further, we examine the moderating effects of two distinctive factors associated with repatriate knowledge transfer: repatriate knowledge characteristics and characteristics of international assignments. Using multi-source time-lagged data from 101 dyads, we find support for most of our hypotheses. Our study contributes to theory and practice by providing an integrated analysis of antecedents and boundary conditions of repatriate knowledge transfer and by highlighting its dyadic nature.

Retaining Repatriate Knowledge at the Crossroads Between Global Knowledge Management and Global Talent Management

While recent contributions introduce the need for dialog between global knowledge management (GKM) and global talent management (GTM) to facilitate repatriate knowledge transfer, a literature gap exists regarding the implementation of this hybrid approach. Using the theoretical backgrounds of repatriate knowledge, GKM and GTM, we define the challenges of retaining repatriate knowledge and suggest approaches to overcome these. Building on the qualitative case study of a German multinational company we introduce a specific organizational measure, the country expert program, which, by being at the crossroads between GKM and GTM and thus facilitating learning, overcomes repatriate knowledge transfer’s major challenges.

A practical perspective on repatriate knowledge transfer

Purpose– The purpose of this paper is to identify organizational support practices that facilitate repatriate knowledge transfer (RKT) in order to overcome the lack of strategic utilization of repatriate knowledge.Design/methodology/approach– In Study 1, 134 repatriates responded to an online questionnaire and evaluated the organizational support that their organizations provided to facilitate RKT. In Study 2, 22 repatriates and human resource managers were interviewed. Interviewees were asked to assess to which extent the use of seven high-performance work practices – selection and staffing, training, career development, job design, performance appraisal, compensation and rewards, and internal communication – before, during, and after international assignments facilitated RKT. They also explained how these practices were implemented in their organizations.Findings– The results of Study 1 showed that organizations primarily provide administrative repatriation support, while more strategic and knowledge transfer-related support is missing. Study 2 indicated that certain support practices are more important for the utilization of repatriate knowledge than others. Knowledge-related debriefing sessions after repatriation and targeted internal communication mechanisms were seen as important enablers of RKT. In contrast, selection and financial rewards were not seen as relevant facilitators of RKT.Originality/value– Research on RKT reports that organizations still lack the right tools to harvest repatriate knowledge. This study indicates which organizational support practices appear to be most important for the facilitation of RKT, and provides some guidance regarding their implementation.

"The Influence of Motivation, Opportunity, Ability, and Tacitness on Repatriate Knowledge Transfer"

This paper examines the dyadic aspect of repatriate knowledge transfer using time-lagged multi-source data from 101 knowledge transfer dyads comprised of repatriates as knowledge senders and domest...

The micro-processes during repatriate knowledge transfer: the repatriates’ perspective

Purpose– The purpose of this paper is to add a process perspective to the literature on repatriate knowledge transfer (RKT) and to understand how the knowledge transfer process unfolds in the repatriation context. Thus, this qualitative study uses existing knowledge transfer process models to assess their applicability to the context of repatriation and explain the micro-processes during RKT.Design/methodology/approach– To provide a rich understanding of these processes from the repatriate perspective, critical incidents reported by 29 German and US American repatriates were content-analyzed.Findings– The findings are summarized in a proposed RKT process model, which describes the roles and knowledge transfer-related activities of repatriates, recipients and supervisors as well as their interaction during four transfer phases: assessment, initiation, execution and evaluation.Research limitations/implications– The experiences of repatriates from different geographic areas as well as the perspectives of knowledge recipients and supervisors were not studied but should be included in future research. In addition, future research could test the applicability of the identified micro-processes to different knowledge transfer contexts.Practical implications– Managers can use the findings to facilitate the RKT process more effectively because the type of organizational support offered can be aligned with the changing needs of repatriates, recipients and supervisors during the four identified phases.Originality/value– This is the first study that takes a process perspective to understand RKT. The integration of the current findings with the existing literature can enable a more nuanced view on RKT.

Repatriate Knowledge Transfer: Towards the Development of a New Measurement Instrument

To date, no reliable and valid instrument exists that measures repatriate knowledge transfer. Therefore, this paper demonstrates the initial steps of the item and scale development process of a new...

"Trust and repatriate knowledge transfer: Whom do you trust, and how does this trust develop?"

This paper reports the results of theory-building qualitative research that aims to contribute to a more nuanced understanding of the role of trust as it affects repatriate knowledge transfer. Data...

Repatriating knowledge: variables influencing the “transfer” process

Because of the strategic importance of organizational learning in a global economy, the knowledge that repatriates acquire during international assignments is a valuable resource. Few multinational enterprises, however, actively harvest this knowledge, and little quantitative empirical research on this topic exists to date. We propose an original model and propositions that delineate the facilitative and inhibiting factors affecting repatriate knowledge transfer to work units. We conclude with suggestions for future research and practical implications.