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The purpose of this paper is to explore discrepancies between transfer provisions in the US model BIT, employed as a working text in the ongoing China‐USA BIT negotiations, and relevant Articles of the Agreement of the IMF, to which both China and the USA are signatories, with a view to advising on China's possible strategies for negotiation.

The approach taken is doctrinal and comparative analysis and treaty interpretation of the US model BIT, the Articles of the Agreement of the IMF, the Chinese model BIT and some earlier versions of these instruments.

A detailed analysis of several major discrepancies between these instruments finds that a differentiated treatment of capital transfers and current transfers is desirable and, in respect of current transfers, a properly formulated “temporary derogation” exception should be adopted.

The paper conducts a unique substantial comparison of two most influential instruments governing transfer of funds in international investments. It reveals the common rationale shared by the transfer provisions under both instruments.

The purpose of this paper is to set out to examine the relationships of organizational learning, social capital and the effectiveness of knowledge transfer and perceived organisational performance. Integrating organizational learning capability with social capital networks to shape a holistic knowledge sharing and management enterprise framework is a significant strategy to achieve organizational success.

An integrative framework is used to determine the relationships of key variables of organizational learning such as learning intention, shared values, absorption capacity, integration capability, and social capital variables such as network structure, network stability and network relational quality on the effectiveness of knowledge transfer in organizations. In this research, senior management (Chief Executive Officer, Chief Financial Officer, Chief Operating Officer) from 650 firms were randomly sampled and surveyed from the register of the Industrial Technological Research Institute; 111 respondents are used in this study.

The results indicated that absorption capacity, learning intention and integration capability in organizational learning had the greatest positive relationship with process innovation in knowledge transfer. The findings suggest that organizational learning processes are more important than social capital networks within the integrated knowledge transfer framework and that management could utilize their limited resources better to improve on organizational learning levers for greater effectiveness in knowledge transfer.

This paper focuses on the existing gap in empirical work on the relationships of organizational learning, social capital variables and the effectiveness of knowledge transfer. The results of this paper could assist management in strategic decisions in resource allocation particularly in promoting and sustaining knowledge transfer to enhance organizational performance.

This paper suggests embedded resources as a new dimension of social capital and aims to prove its value in the knowledge transfer context.

Hierarchical multiple regression was adopted to analyse survey responses from 337 R&D employees. Barron and Kenny's mediation test was also conducted to test an indirect effect of embedded resources.

In addition to the traditional three dimensions of social capital, the embedded resources dimension showed direct and indirect effects on knowledge transfer. Additionally, cognitive similarity among R&D employees was from the professional tenure rather than company tenure.

Despite the limitations of cross-sectional study and R&D focused sample, this study successfully extended existing research on social capital in the knowledge transfer context by validating the role of embedded resources as a new dimension of social capital.

Facilitating social networks among employees is not enough for active knowledge transfer. Each employee should be guided to connect to the right experts who have the right knowledge (i.e. embedded resources) for his or her job.

Traditional dimensions of social capital were biased towards social relationships. This paper emphasized social assets (i.e. embedded resources) as a new dimension of social capital.

The purpose of this paper is to expand and further pursue the quest on value transfer in trade. The reason is that the assessment of the cause, the source and the mechanism of value transfer in trade may reveal the rationale upon which the observed and long‐lasting differences in sectoral, regional, and national development records may be justified.

The authors' analysis relies on the concept of free competition as developed by the classical economic tradition and particularly on the notions of regulating capital and dominant technique, whose interface forms the theoretical ground upon which can be confirmed the transfer of values between and within industries and by extension between and within regions and economies.

It is revealed that the cause of value transfers is capital competition, their source is differential productivity whereas the mechanism for these value transfers is national and international trade.

The analysis provides a theoretical ground upon which a new development policy may be designed which will pay attention to value transfers among sectors, regions and economies.

The paper argues that transfers of value are consummated from the less efficient sectors/economies characterized mostly by low technological achievements to more efficient ones.

The purpose of this research is to investigate how lessons learned from a case study of a construction project undertaken in the Pacific Islands relates to the interaction between social capital and knowledge transfer. The paper is reflective in nature focusing upon the experiences of one of the authors, being a Pacific Islander and trying to make sense of the role of social capital and the way that it impacts upon knowledge transfer.

Three theoretical frameworks are drawn upon in a pilot test of tools used to better understand and measure knowledge transfer including barriers to knowledge transfer to help explain the difficulty of knowledge transfer in a given context and the development of social capital for a foreign aid project. These tools allowed us to visualise project stakeholder outcomes for knowledge transfer and building social capital that were articulated by the aid recipient as being highly important. This was a pilot study and results reported upon in this paper were fed back to stakeholder representatives concerned for their comment and validation. Project documentation data, unstructured ad hoc interviews, together with personal reflection‐in‐practice, were gathered and used for the study.

The approach was found to be very useful in helping stakeholders better visualise and measure this project outcome, whereas experience from previous similar projects indicated that it was very difficult for stakeholders to find a tangible way of measuring this important element of success or failure.

Many projects of the type exemplified by the case studies are funded by aid agencies. This paper makes a contribution by presenting an evaluation tool for intangible project outcomes. The findings may influence the design of project success measures.

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.

The success of knowledge transfer very much depends on a company's ability to effectively manage their knowledge transfer process. The purpose of this paper is to argue that a critical component in understanding knowledge transfer in the international arena is the speed of that knowledge transfer (and those factors that influence that speed) within a multinational enterprise (MNE).

In this paper, social capital theory is used to argue that social capital is related to the speed of knowledge transfer within an MNE. The three dimensions of social capital, i.e. relational, dimensional, and cognitive, facilitate the transfer process and effect the rapidity of technology transfer.

The role of knowledge transfer speed in MNEs knowledge management has been neglected and, yet, the speed of knowledge transfer is critical for MNE organizations to build or maintain their competitive advantage. A critical component in understanding knowledge transfer in the international arena is the speed of that knowledge transfer (and those factors that influence that speed) between different units.

This study examines social capital to better understand knowledge management at the intra‐firm level of an MNE. The success of knowledge transfer very much depends on a company's ability to effectively manage that knowledge transfer process. Using social capital theory, we argued that the three dimensions of social capital (relational, dimensional, and cognitive) are related to the speed of knowledge transfer from the parent company to the foreign subsidiary.

The purpose of this paper is to investigate the influence of social media on employees’ work performance, as well as the underlying mechanism for how they create value at work.

Based on media synchronicity and social capital theories, the authors propose that social media can foster employees’ social capital and subsequently facilitate knowledge transfer. Both social capital and knowledge transfer help promote work performance. Specifically, the authors adopt shared vision, network ties and trust to represent, respectively, the cognitive, structural and relational dimensions of social capital. The research model is tested using data collected from 379 Chinese working professionals.

The empirical results reveal that social media can promote the formation of employees’ social capital indicated by network ties, shared vision and trust, which, in turn, can facilitate knowledge transfer. Shared vision and knowledge transfer positively influence work performance. Although network ties and trust do not have a direct impact on work performance, the influence is partially mediated by knowledge transfer.

For organizations that wish to build knowledge networks in the workplace, connecting experts with various social media can effectively complement other knowledge management technology. Further, managers should encourage employees to consciously exploit the byproducts created via social media, e.g., social capital, to promote knowledge exchange.

The integration of media synchronicity and social capital theories offers a new theoretical lens and reasonable explanations for investigating communication performance. The research offers empirical evidence regarding how the influence of social media on work performance is transmitted through social capital and knowledge transfer. The authors quantify social media’s benefits for organizations, providing managers an impetus to deploy them in the workplace with optimistic expectation.

The knowledge that is embedded within people, relationships, and organizational routines present key, but varied, sources of capabilities needed to compete. The value of this knowledge depends on the investment costs and benefits that come as employees draw on and utilize these different forms of knowledge to respond to global challenges. But something as intangible as knowledge can be a major source of misunderstanding and mismanagement. The purpose of this paper is to develop a framework that explores the underlying path of how knowledge assets might be configured to overcome misunderstanding and mismanagement.

The authors develop a framework to help scholars and organizations understand how to manage their different knowledge assets to ensure continual organizational effectiveness. To do this, the authors juxtapose three classes of knowledge assets – human capital, social capital, and organizational capital – against three types of learning – knowledge generation, transfer, and application.

The framework the authors develop provides both theoretical and practical insight into how organizations can manage their knowledge assets to overcome learning challenges.

The framework helps understand how organizations might align learning with their strategic challenges. It is useful in helping organizations develop a better understanding of the costs and benefits of different knowledge-management interventions according to the nature of the task and the learning needs of their organizations. When firms are confronted with challenges that present a great deal of uncertainty and they are in need of knowledge generation, transfer, and/or application, the framework could help them to identify which assets to invest in as well as the potential benefits of the investments.

This paper is unique in that it provides a framework linking knowledge assets with organizational learning in a way that has not been done before. It also outlines specific human resource approaches to managing these different configurations.

This study aims to develop and empirically test a “stocks and flows”-based model of intellectual capital (IC) that examines how human-embodied knowledge (i.e., human capital) can be transformed into organisational non-embodied knowledge (i.e., organisational capital) through the mediating roles of social capital and the knowledge management (KM) process of knowledge transfer.

A structural model was developed and empirically tested using a survey data set of 295 questionnaires collected from the “knowledge-intensive” pharmaceutical manufacturing industry in Jordan.

Empirical results revealed that each of human capital, social capital and knowledge transfer has a positive and significant effect on organizational capital. In particular, knowledge transfer emerged as having the strongest effect. Social capital, on the other hand, emerged as having a positive and significant effect on knowledge transfer. Mediation analysis revealed that while human capital significantly affects organizational capital, such an effect is partially and significantly mediated by each of social capital as well as knowledge transfer.

This study provides senior managers in pharmaceutical manufacturing firms with valuable insights pertaining to the development of their IC, in terms of how to exploit their knowledge stocks (i.e. human-embodied knowledge and organizational non-embodied knowledge) through managing knowledge flows between them. This was shown to be significantly leveraged by the mediating roles of social capital as well as knowledge transfer.

This study provides important theoretical and empirical contributions to the extant literature in a number of ways. It provides better understanding of the intricate linkages among IC dimensions, and how these play complementary roles in organizational capital development. It has also provided important empirical evidence highlighting the vital mediating roles of social capital and knowledge transfer in facilitating knowledge flows, which aid in transforming human-embodied knowledge stocks into organizational-embodied ones.