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This paper attempts to explore the relativity of unique Chinese culture in the process of knowledge search, knowledge transfer and knowledge integration and put forward policy suggestions for practitioners.

A conceptual framework is proposed in order to analyze the influence of different dimensions of culture on knowledge flow. Foundational support for this framework is drawn from existing researches. Policy suggestions are presented based on the framework.

Ten propositions are demonstrated concerning how to facilitate knowledge flow efficiently with the mediation of cultural variations.

This paper concerns culture at national level only. Culture that varies at a lesser level, such as organizational or occupational culture, also has an influence on knowledge management.

Although cultural relevance in knowledge management is recognized, there is a lack of research with specific reference to the Chinese cultural context. This paper contributes in conceptualizing the analyzing framework and providing further insight into the complexity of cultural relevance in knowledge management in China.

The aim of this study is to investigate the role of knowledge sharing (KS) culture in leveraging knowledge management (KM) strategy and human resource (HR) strategy to improve business performance (BP).

A structured questionnaire survey was distributed to 120 randomly selected companies in Kuwait. A total of 392 valid responses were collected and tested using a structural equation model. Statistical analysis was conducted using SPSS and LISREL software to verify the research hypotheses.

The results revealed the impact of the mediating variable KS culture on the enhancement of BP. Both KM strategy and HR strategy were observed to have a positive direct effect on KS culture.

The results indicate that top management should make efforts to cultivate a KS culture to achieve better BP and future success.

The primary research contribution is the conceptual model for the role of KS culture as a mediator between KM strategy, HR strategy and BP.

Given the growing popularity of virtual human resources development (VHRD) in organizations and among human resource development (HRD) professionals, it is highly essential to deeply examine the nature and scope of the affective dimensions of the VHRD approach. Over the past decade, VHRD has become an important part of the HRD process.

The present study used an integrative literature review to investigate the nature of VHRD in the literature, present a descriptive analysis of the literature and categorize the existing VHRD research.

The results indicated three major themes, namely, VHRD and socialization, VHRD and learning and VHRD and the psychological characteristics of the work environment. In addition, a new conceptual model was developed based on the findings.

This study has reviewed the main concepts of VHRD. The potential actions which HRD researchers can take to address the identified challenges are discussed.

This integrative literature review could provide a roadmap for future research. Based on this model, the VHRD position is within the organizational context and different tools and processes in constant interaction are introduced. Finally, a general view of the VHRD approach was provided, which can help human resources experts deal with a wide range of technologies in the organization.

The purpose of this study is to observe Intellectual Capital (IC) dynamics “in practice” through a temporal lens by considering IC as an on-going process, and thus taking into consideration its life cycle and how it changes over time.

A longitudinal case study has been investigated by adopting a participant observation approach to understand how the dynamics of IC are understood in practice.

This study spotlights three main conceptions of IC dynamics (value creation, IC activities and organizational change) which, although generally proposed in literature as separable concepts, do co-exist and interact, in practice as is reflected in the related managerial tools.

The main limitations of this study are twofold. The first is related to the methodology adopted and in particular, to the participant observation approach. The second is related to the specifics of the case study undertaken. This paper contributes to the literature on “Intellectual Capital in action” and “Intellectual Capital in practice” by enriching the understanding of IC dynamics.

By comparison to the extant literature in which the IC dynamics concepts are considered separately, this study combines the three different concepts and examines them in vivo, adopting a longitudinal perspective.

A major challenge faced by MNCs is how to manage knowledge transfer between headquarters and subsidiaries located in dissimilar cultural contexts. While the impact of culture on knowledge transfer has been widely acknowledged, an important gap in the literature is how cultural distance (external variable) and subsidiary roles (internal variable) interact in impacting on knowledge flows in MNCs. The purpose of this paper is to present an integrative model to advance understanding of the interaction between cultural distance and subsidiary roles in the knowledge transfer process within MNCs.

An environment‐strategy‐performance framework is developed based on a review of extant literature. A case study is used to substantiate the framework. It was conducted in an MNC in China and involved in‐depth interviews with expatriate and local managers.

Knowledge transfer in MNCs is influenced by external context (cultural distance) and internal mechanisms (subsidiary roles). The direction and magnitude of knowledge flows is related to the strategic roles of the subsidiary and is influenced by cultural distance. Negative impacts are evident where cultural distance is large, with positive impacts where cultural synergies occur. Changes in Chinese cultural values impacting on knowledge transfer are also evident.

The conceptual model combines internal resource and external environmental perspectives. It links literature on cross‐cultural management, subsidiary roles and MNC knowledge transfer. Furthermore, it explores linkages between culture and knowledge transfer, cultural distance and subsidiary roles, knowledge transfer and subsidiary roles. The model is operationalised in a China‐based case study.

The purpose of this study is to investigate the impact of some organizational culture attributes, including: openness to change, innovation, trust, teamwork, morale, information flow, employees' involvement, supervision, customer service and reward orientation on the knowledge exchange (KE) process within the context of the Saudi Telecom Company (STC) as a representation of the Saudi context.

A descriptive correlation design was used. A web survey was used to collect data from 378 employees working on STC using Random Number Generator 0.2 software. The sample was selected using an e‐mailing list.

The findings revealed that the cultural attributes of trust, innovation, information flow, supervision, and reward have an impact on KE within the context of the STC. Additionally, the study revealed a statistically significant correlation between organizational culture and KE as a whole (0.75), which emphasizes the effective role of organizational culture factors on exchanging knowledge within the context of the study.

This study presents only preliminary results from limited data. Additional quantitative data are needed to employ more superior statistical analysis. Moreover, the current study is exploratory in nature with a relatively small number of respondents from the STC.

The originality of this study is derived from the importance of KM as a strategic organizational tool as well as the importance of culture as an influential factor. The STC, one of the biggest companies in the Middle East, is trying to implement aspects of KM. Towards this end, the company has created a new division of KM which is suffering from a lack of research studies that explore issues relating to KM in Arab countries in general and the Saudi context in particular, which makes the topic of this research not only unique but also of high practical significance.

Intercultural knowledge flows are critical to global enterprise performance, but the impact of knowledge management theory on such intercultural flows remains limited. This paper seeks to address this issue.

The present investigation builds on and partially validates two prior studies: research to integrate institutional theory with knowledge flow theory, which provides a powerful theoretical framework for understanding how tacit knowledge flows across cultures; and recent qualitative research, which has employed this framework to develop a theoretical model of acculturation. The present investigation refines this model by drawing in particular from the mergers and acquisitions literature to characterize both accelerators and decelerators of acculturation.

The paper is able to identify theoretical dimensions to measure acculturative stress, a concept that proves to be useful in terms of validating, refining and simplifying the basic acculturation model.

The refined acculturation model maintains the essential structure and many elements of the basic model, but it links more closely with extant theory as characterized by the mergers and acquisitions and trust literatures; hence it is more broadly generalizable. The refined model also links well to institutional theory and explains how to increase or decrease the tacit knowledge flows underlying acculturation to affect organizational outcomes.

The refined acculturation model provides the practicing leader and manager with clear insight into the kinds of promoters and inhibitors of intercultural knowledge flows, and identifies key actions that can be taken to affect such flows and the corresponding organizational outcomes.

This paper elucidates both difficulties and opportunities associated with intercultural knowledge flows in today's global economy – difficulties and opportunities that will likely gain prominence as the world becomes increasingly global.

The refined acculturation model makes both theoretical and practical contributions.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

The purpose of this study paper is to identify and prioritize the factors affecting the knowledge flow in high-tech industries.

This research is applied in terms of purpose and descriptive-survey in terms of data collection method. This research has been done in a qualitative–quantitative method. In the qualitative part, due to the nature of the data in this study, expert interviews have been used. The sample studied in this research includes 35 managers and expert professors with experience in the field of knowledge management working in universities and high-tech industries who have been selected by the method of snowball. In the quantitative part, the questionnaire tool and DANP multivariate decision-making method have been used.

In this study, a multicriteria decision-making technique using a combination of DEMATEL and ANP (DANP) was used to identify and prioritize the factors affecting the knowledge flow in high-tech industries. In this study, the factors affecting the knowledge flow, including 8 main factors and 31 subfactors, were selected. Human resources, organizational structure, organizational culture, knowledge communication, knowledge management tools, knowledge characteristics, laws, policies and regulations and financial resources were effective in improving knowledge flow, respectively.

By studying the research, it was found that the study area is limited, and the previous work has remained at the level of documentation and little practical use has been done. In previous research, the discussion of knowledge flow has not been very open, and doing incomplete work causes limited experiences and increases cost and time wastage, and parallel work may also occur. Therefore, to complete the knowledge management circle and fully achieve the research objectives, as well as to make available and transfer the experiences of people working in this field and also to save time and reduce costs, the contents and factors of previous models have been counted. It is designed for high-tech industries, a model for the flow of knowledge.