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The purpose of this paper is to investigate the influences of cultural intelligence, feedback-seeking behavior and shared vision as a mediator on bi-directional knowledge transfer involving expatriates and host country nationals (HCNs).

This paper integrates the signaling theory, the social capital theory and the anxiety and uncertainty theory in investigating the relationships between predictors and knowledge transfer in a bi-directional manner. The participants of the study were 125 expatriate-HCN pairs of MNCs and local organizations in the areas of Klang Valley, Malaysia.

Shared vision was found to significantly mediate the influences of cultural intelligence and feedback-seeking behavior on knowledge transfer as perceived by the respective respondents.

Co-existence between expatriates and HCNs leads to many organizational outcomes including knowledge transfer. This paper additionally provides theoretical and practical implications to human resource practices.

This paper aims to address the mechanisms of, and barriers to, knowledge transfer between Australia and China in the tertiary sector.

Individual focused interviews are conducted with one Chinese and ten Australian senior academics engaged in supervisory roles at all levels of knowledge transfer. Content and sociolinguistics analysis is conducted on the questions: How is knowledge transferred between key academic/research staff? What is the potential for commercialization of research findings between Australia and China? What role does information and communication technology (ICT) play in knowledge transfer?

Knowledge transfer between Chinese and Australian universities consists of research partnerships, collective publications, and joint degree programs. One‐way transfer of knowledge from Australia to China, rather than the desired reciprocal transfer of knowledge, appears to be most common. Barriers to bi‐directional knowledge sharing include misunderstandings surround intellectual property and cultural differences, which undermine trust between China and Australia. The participants overwhelmingly hold optimistic views about the potential of commercialization of research findings between China and Australia and report that ICT enhances communications assisted in successful knowledge transfer. However, ICT is reported to be under‐utilized because of unequal access to hardware and broadband in China as well as blocking and censorship of communication by China.

This paper contributes to the discourse on international, intercultural and bi‐directional knowledge transfer in the tertiary sector and has implications for enhanced academic and research excellence between China and Australia. Moreover, insight into the mechanisms of successful knowledge transfer may be applicable to improve knowledge transfer between Australia and other countries.

The purpose of this paper is to adopt the recipient’s perspective to explore multi-level antecedents’ effects on knowledge transfer using social capital and social network theories.

Social network and general attribute survey responses from 331 employees were analyzed through hierarchical linear modeling to verify the study’s multi-level research model and hypotheses.

A recipient’s trust in colleagues positively influences knowledge transfer and company tenure has a negative impact. At a dyadic level, the perceived expertise of a source, in addition to strength of ties, exerts a positive effect on knowledge transfer. Additionally, a recipient’s network centrality moderates the effects of dyadic relationships on knowledge transfer.

This study deepened the current understanding of the role of social capital in knowledge transfer from a recipient’s perspective. Three dimensions of a recipient’s social capital respectively showed significant, but different types of influence on knowledge transfer. Interaction effects between individual and dyadic level antecedents should be considered as well.

Both a strong tie at a dyadic level and a diverse network at an individual level should be nurtured to facilitate knowledge transfer. In addition, bi-directional knowledge transfer between seasoned employees and new employees should be promoted.

Most studies have focused on motivating a knowledge source, assuming that a recipient is always ready to adopt a source’s knowledge. To reduce this bias, the current study examined social capital’s role in knowledge transfer from a recipient’s perspective.

This chapter presents a review of the state of the art on the topic of knowledge transfer following post-merger integration (PMI) in international mergers and acquisitions (M&A) and identifies points of agreement and disagreement, recognizes underexplored areas and provides suggestions on how they could be explored in future studies. The chapter points to the limited amount of literature that describes knowledge transfer following international acquisitions, while highlighting it as an emerging field of research. The knowledge transfer literature mainly refers to innovation and innovation capabilities, while areas such as marketing and customer knowledge are vitally absent in the literature. In any international acquisition, such knowledge transfer would be of fundamental importance, given the acquisition motive to reach new markets or customers. Two case studies on the transfer of knowledge about customers following international acquisitions are provided. The case illustrations point to a focus on knowledge transfer on strategic levels in the post-merger integration following international acquisitions, while the operational sales forces’ transfer of knowledge is largely disregarded in practice. Since much of the tacit knowledge about customers is handled on that level, it needs to be recognized and developed. The chapter indicates that raising the awareness of the transfer of knowledge about customers following international acquisitions is important from a practitioner’s as well as a research point of view.

Since 2015, the authors of this chapter have been working together through a formal partnership between Manchester Metropolitan University and the 10 youth offending teams (YOTs) in the Greater Manchester region of north west England. ¹ This partnership, termed the Greater Manchester Youth Justice University Partnership (GMYJUP), is the first of its kind in a youth justice context. GMYJUP has predominately focused on strengthening justice-involved children's participation in decision-making processes and embedding meaningful participation in youth justice service delivery and practice (Smithson et al., 2020; Smithson & Gray, 2021; Smithson & Jones, 2021). In this chapter, the authors outline the Child-First narrative that is becoming increasingly apparent in the youth justice system in England and Wales, before describing our own body of participatory work which has resulted in the co-creation (with justice-involved children) of a transformative framework of practice that we term Participatory Youth Practice (hereafter referred to as PYP). The chapter goes on to provide a candid account of the facilitators and barriers that youth justice practitioners have encountered when endeavouring to embed PYP into existing youth justice processes. The authors conclude with a consideration of the value of child-centred practice for children and practitioners.

The complexity and responsibilities of public health make collaboration across multiple levels of government critical. The Centers for Disease Control and Prevention (CDC) effectively uses communities of practice (CoPs) to bring its staff together with partners to share, learn, and address public health problems. This paper aims to focus on CoPs.

The paper assesses the value of CoPs to individual members, their organizations, and their public health domains; assesses whether the CoP Program has improved CDC's relationship with participants in various CoPs; and identifies barriers to participation or success factors that could be applied to the development of new CoPs. Responses from a random sample of active CoP members were analyzed using qualitative data analysis software to identify themes and answer research questions.

The results reveal clear benefits to individual members, their organizations, and public health disciplines including daily work efficiencies, expanded infrastructure, and enhanced relationships between CDC and its public health partners.

This qualitative research analyzed a small number of communities of practice spanning their launch through year 2; further study of a larger sample of public health CoPs, including sustainability factors, would build on this case study's implications.

Public health practitioners seeking a collaborative approach to problem solving will find in this study some useful lessons learned from CDC; readers will be introduced to CDC's CoP Resource Kit and a public health collaboration portal, phConnect.

Well‐facilitated, member‐driven, and highly participative CoPs are valuable tools for fostering collaboration essential to improving the public health system, and should be used more broadly across public health.

This study aims to identify group structural elements that should be assessed in e-Government strategy formulation processes at local government level for service delivery in South Africa. These elements influence the success or effectiveness of the strategy formulation process.

The theoretical framework of group structural elements by Asplund and nine other strategy formulation-related approaches are reflected upon. Weick’s approach of theory development is used to guide the theoretical analysis. A pragmatic approach is applied to conduct the empirical investigation using a case study of a digital citizen engagement project in South Africa.

The paper highlights the following group elements that influence the strategy formulation process: group member relations, degree of differentiation within the group and resources of the group. Not addressing these structural elements may result in a lack of creativity or a reluctance to participate in the context of public sector engagement.

The paper does not provide an exhaustive list of all aspects that necessitate assessment before and during a strategy formulation process, for example, organisational and environment structural elements.

Assessing group structural elements provides valuable knowledge on how to engage stakeholders in a joint problem-solving activity. This is particularly pertinent where citizen engagement is fundamental to addressing basic service delivery concerns.

In the South African local municipal context, there is no existing literature that discusses the need to assess group structural elements influencing the outcome of an e-Government strategy formulation process.

This paper aims to focus on the process of critically evaluating Dublin Institute of Technology's Programme for Students Learning With Communities after its first year of operation. The programme supports and promotes community‐based learning/service‐learning across DIT.

The paper is presented in the form of a case study, wherein the context for the work is outlined, addressing both strengths and weaknesses of the practice to date, and comment briefly on wider implications.

After nine months an evaluation of the programme was carried out. It identified four main areas where it was felt there was potential for improvement: reflection on learning; the nature and quality of student, staff and community engagement on projects; project evaluations; student involvement in project planning and recruitment to community‐based research projects. Each area is addressed in turn and the actions taken to date to enhance the service delivery is described. Some initial thoughts on the implications of the work are given.

This paper will be of value to students, educators and community partners interested in the possibilities inherent in students learning with communities, and in the process of reflection on this work.

To offer a framework of structural and contextual influences on knowledge transfer of foreign management ideas to Vietnamese academic and managerial colleagues. It addresses four factors: stage of relationship between Vietnamese and foreign counterparts; participative competence (i.e. knowledge, experience, and motivations of those sending and receiving knowledge); atmosphere within each side's organization; and conduit conditions, or factors that facilitate transmittal or translation of knowledge.

The paper draws on an ethnographic study from 1994‐2003 of the creation of Vietnam's first international standard business school, within the National Economics University (NEU), in Hanoi, which included participant observation, semi‐structured and informal interviews with over 60 Vietnamese faculty members, managers, university administrators, and foreign visiting professors and administrators, field notes, documentation, and archival records.

The paper concludes that long‐lasting knowledge transfer is not straightforward in its flow; must be bi‐directional for the primary transfer (i.e. of Western business knowledge) to succeed, and moves from primarily explicit to both explicit and more tacit knowledge transfer.

The paper calls for additional research on perceptive competence, organizational atmosphere, conduit conditions, and turning points in relationships.

A toolkit for managers on key aspects to consider in knowledge transfer and exchange within developing countries and within multinational firms.

The paper expands existing models and adds new components regarding the relationship between parties, and the notion of bi‐directional interactions.

The purpose of this paper is to understand how the development of social capital can promote buyer’s bi-directional (inflow and outflow) information sharing. The authors examined buyers’ perceptional differences in information sharing: when they receive information from suppliers and when they provide information to suppliers, and how such inequivalent perception in information sharing can be resolved by the level of social capital and its’ sub-dimensions.

Theoretical model and the hypotheses were developed through literature review. Data were collected from Korean manufacturers in supply chains and structural equation modelling was used for analysis.

The results show that each dimension of social capital has a different effect on bi-directional information sharing. For the information inflow, all of the facets of social capital were significant; for the information outflow, however, only relational capital was significant. That is, with cognitive and structural capital, buyers perceive that they can receive appropriate information from suppliers yet be reluctant to provide information to suppliers.

Given that relational capital is essential for the balanced information sharing in buyer-supplier relationship, firms should pay attention to having social interactions with partners to promote trust in the relationship for efficacy in information sharing.

This is one of the first studies to explore the role of social capital in facilitating equivalent information sharing. This study develops a framework that social capital can provide valuable guidance in achieving equivalency of bi-directional information sharing.