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In the process of Renminbi (RMB) internationalization, the heterogeneity and complexity in knowledge under the multicultural contexts have been considered as important factors that can have profound impacts on the cross-border flow of the RMB currency. Moreover, COVID-19, an exogenous shock, also triggers more in-depth reflection on the relationship between cross-border knowledge management and the financial risk governance. In addition, the needs to effectively respond to global risks and crises prompt the necessity in systematically establishing an effective cross-border knowledge management mechanism and innovatively solidifying the knowledge bases needed for the further internationalization of the RMB.

Based on the analysis on the current status of the RMB internationalization, this paper qualitatively explores some major challenges and difficulties encountered in the process of RMB internationalization from the perspectives of knowledge management and cross-cultural theories. To effectively mitigate these challenges and difficulties, discussions and recommendations centered on three main aspects: cross-cultural management; cognition; and innovation for the further development of the RMB internationalization are also presented in this paper.

Based on the analysis on the cross-border knowledge management and cross-cultural perspectives, this paper identifies three major challenges and difficulties that the RMB internationalization is encountering, including: cultural heterogeneity and its adverse impacts on the communication amongst economic entities; the existence of knowledge iceberg; and the difficulty it presents to cognition and financial innovation. Meanwhile, the authors also present recommendations on the development of the cross-border knowledge management mechanism for furthering the progress of internationalizing the RMB currency.

From the perspective of cross-border knowledge management, this study not only elaborates on the recommendations aimed at further promoting the RMB internationalization but also provides reference and guidance for the state, central banks and commercial banks to play better roles in furthering the RMB internationalization.

This paper creatively integrates the micro knowledge management into the macro process of RMB internationalization, thoroughly discusses two main challenges and difficulties encountered in the process of RMB internationalization from the unique perspective of cross-border knowledge management under the multicultural contexts and provides relevant recommendations for RMB’s further internationalization. This study also enriches the exploration of knowledge management outcome variables and further expands the research field of knowledge management.

This study aims to analyze the moderating effect of managerial discretion on the relationship between cross-border knowledge search and the high-tech firms’ innovation quality in a global health emergency and addresses the following issues: the influence mechanism of different types of cross-border knowledge search on the high-tech firms’ innovation quality in a global health emergency; and the moderating role of different dimensions of manager discretion on the above relationship.

Based on the firms’ strategy selection methods, the authors divided cross-border knowledge search into three aspects, namely, breadth, depth and balance, and analyzed the impact of cross-border knowledge search on the innovation quality of high-tech firms in a global health emergency, taking managerial discretion as the moderating variable, and divided it into position rights, pay rights and operation rights according to the key rights of firms’ strategic management. Furthermore, the authors constructed a theoretical model, and for an analysis sample, the authors collected data from Chinese high-tech firms from 2013 to 2021.

The empirical results show that there is an inverted U-shaped relationship between cross-border knowledge search breadth, depth and balance and the innovation quality of high-tech firms. The position rights, pay rights and operation rights of managerial discretion have partially significant moderating effects on the relationship between cross-border knowledge search breadth, depth and balance and the high-tech firms’ innovation quality.

Considerable literature has grown around the theme of the impact of knowledge search on the firms’ innovation quality. Nevertheless, only a few studies draw on the combination of global health emergency, cross-border knowledge search and the innovation quality; in particular, no literature has analyzed the relationship between the three from the managerial discretion perspective. Exploring the above relationships has great theoretical value for enriching and improving knowledge management and innovation management theories and provides a theoretical basis and practical support for high-tech firms to face challenges of a global health emergency and to break through the innovation dilemma.

The purpose of this paper is to identify the antecedents of successful organizational cross-border knowledge transfer and also the relationship among the antecedents for sustainable competitive advantage.

First, a focus group study was conducted to identify major constructs and map out the proposed framework. This is then followed by questionnaire survey from 210 Malaysian multimedia super corridor (MSC) status corporations as recipients. Their international business affiliates refer to any organizations located outside Malaysia with which the recipient firm has a relationship. Data were analysed using SPSS.

The findings suggest that the perceived value of the knowledge, relational dimension and cognitive dimension, as well as recipient learning intent and the attractiveness of a foreign source are significant related to the effectiveness of organizational cross-border knowledge transfer.

Because this research only covered 210 MSC status corporations, future research can try to have more coverage on other industry to have larger sample size for generalizability purposes. Other factors such as organizational and context characteristics can be added as antecedents to strengthen the framework for effective knowledge transfer.

The empirical findings can be used as a guideline for MSC status firms to undergo a self-check and help them rethink and reposition themselves in light of the findings. It helps MSC status corporations to frame their organizational cross-border knowledge transfer activities to enable the creation and application of knowledge which should allow them to drive the capability of creating and retaining a greater value onto their core business competencies.

This study provides valuable insights to help creating a successful foundation for organizational cross-border knowledge transfer. This study is also among few studies to examine the critical antecedents in successful organizational cross-border knowledge transfer from a multidimensional perspective in Malaysia.

The key to the success of multinational corporations’ (MNCs) business models is the improvement of their innovation quality. From the cross-border knowledge management perspective, this paper aims to analyze the improvement path of innovation quality of MNCs and construct the functional path of the relationships among the knowledge creation, knowledge application and innovation quality of MNCs in the cross-border knowledge management process, so as to achieve the success of their business models. Based on this, this paper introduces cultural distance to further analyze how such relationships will change with the cultural distance level.

Using data from Chinese A-share listed MNCs with production operations located in the Asia-Pacific region from 2014 to 2018, this paper constructs a panel data model to test the mediating effect of knowledge application and the moderating effect of cultural distance on such relationships.

This paper obtains the following research findings: knowledge creation and knowledge application each have a significant, inverted U-shaped relationship with innovation quality; knowledge creation has a significantly positive correlation with knowledge application and knowledge application has a partial mediating effect on the relationship between knowledge creation and innovation quality; cultural distance has a moderating effect on such relationships. The specific moderating direction depends on the extent of the knowledge creation and knowledge application.

The findings are helpful to MNCs’ managers, providing guidance and serve as a reference for them to make strategic decisions on cross-board knowledge management and business models innovation.

The theoretical contributions are summarized as follows: First, it further enriches and expands the theoretical of knowledge management and innovation quality relationship. Second, it further enriches and expands the theoretical framework of knowledge management. Third, it further enriches the theoretical framework of cross-cultural management.

This study aims to answer the question of how incumbent firms cultivate dynamic capabilities through knowledge management so that they can efficiently adapt to the changing external environment.

This study adopts a case study approach and collects data through interviews and secondary public information on the lighting industry and two lighting firms in Lin'an, China. It qualitatively examines the challenges and strategic recommendations for incumbent firms in the context of discontinuous technological change from a knowledge management perspective.

Incumbent firms often face a variety of challenges when responding to discontinuous technological change. These challenges include identifying opportunities, overcoming path dependence and dealing with employee resistance to change. To overcome these difficulties, three strategies have been proposed to enhance the dynamic capabilities of incumbent firms through knowledge management: cross-border search helps firms improve their knowledge acquisition capabilities and better understand their environment to identify opportunities; building strategic leadership overcomes path dependence and improves knowledge integration capabilities; organizational learning deepens employees’ understanding of change and enhances organizational knowledge application capabilities.

Previous research attributes a firm's ability to cope with discontinuous technological change solely to its general resources, which weakens the importance of knowledge management in this context. This study emphasizes the importance of knowledge as a crucial strategic resource in developing the essential dynamic capabilities for incumbent firms to cope with discontinuous technological change.

This study provides an in-depth analysis of incumbent firms' coping strategies in the new context of discontinuous technological change and further promotes cross-disciplinary research.

This study provides an in-depth analysis of coping strategies in the new context of discontinuous technological change, furthermore theoretically advancing the interdisciplinary research of firm transformation and knowledge management. Meanwhile, it is crucial to identify the preconditions for cultivating dynamic capabilities, especially from a knowledge-based view, which enhances the depth of knowledge management research.

The purpose of this paper is to focus on emerging market companies that internationalize into advanced economies by means of acquisitions and to investigate brand management during post-acquisition integration from a multi-level perspective and to identify how a brand management strategy can be constructed. It takes into account the influences of country-of-origin image, corporate brand and brand portfolio to obtain a granular view of post-acquisition brand management.

A multiple case study approach was adopted. By using case studies and storytelling qualitative research methods, the empirical setting was related to the acquisitions undertaken by Chinese companies in Germany.

The authors identified three mechanisms for brand management in the post-acquisition integration of emerging market companies – namely, transferring, dynamically redeploying and categorizing – that underpin the interconnection and combined influence of country-of-origin image at the national level, corporate brand at the organizational level and brand portfolio at the product level.

Brand has been viewed as a strategic asset in Chinese cross-border mergers and acquisitions (M&As). Brand management is a dynamic process that involves learning and interaction between the acquirer and target. The research offers a practical guideline for both acquirers and targets in managing brand in the context of acquisitions undertaken by emerging market companies in advanced economies.

The findings provide important insights into the brand management strategies adopted in Chinese cross-border M&As in particular, and emerging market companies venturing into advanced economies in general. The interlinking of country, company and product levels introduces new ideas to the brand literature related to acquisitions, and the setting of Chinese companies acquiring German ones constitutes an important contribution to the understanding of the different ways in which companies from emerging economies may pursue branding strategies in the context of cross-border M&As.

Multinational small-to-medium-sized enterprises (SMEs) are increasingly participating in cross-border digital platforms – especially amid the COVID-19 pandemic. Accordingly, knowledge integration (KI) has become more and more important. In fact, it has been deemed by many as the key to organizational resilience. Given this burgeoning phenomenon, this study aims to explore a path for improving the resilience of multinational SMEs. Through this process, this study also finds a relationship between the KI processes associated with adopting global digital platforms and the resiliency of local–global businesses. Hence, in part, this paper also explores the effectiveness of all these mechanisms.

This study used the stepwise regression method in Stata 16.0 to analyze the direct effects of both horizontal and vertical KI processes on the resilience of local–global businesses. Additionally, t-tests were also used to compare the differences in coefficients between the mechanisms. The sample analyzed comprised data on multinational manufacturing SMEs in the Yangtze River Delta region of China who are using global digital platforms.

The KI processes of these firms, both horizontal and vertical, positively correlate to resilience. Horizontal KI processes more efficiently increase the resilience of global businesses, whereas vertical processes more efficiently increase the resilience of local businesses.

First, this study provides insights into how multinational SMEs can improve their resilience in a crisis. In addition to adding to the knowledge of KI processes, this expands the KM literature on pandemics. Second, by creating two KI processes based on global digital platforms and discussing their influence on resilience, this research deepens the understanding of affordance in the KM literature. Third, focusing on the KI research stream, the results shed light on how KI processes might occur and how firms develop their KI processes.

The purpose of this paper is to analyze whether, and how, foreign strategic investor entry to China conveys management expertise to domestic banks. Some observers are concerned that foreign investors will be reluctant to transfer their expertise to local partners, and few skills will be acquired by Chinese banks. At the same time, the trade‐off between China's access to banking skills and foreigners' access to Chinese customers will overwhelmingly favour the foreigners.

The discussion is based on authentic cases collected from the China Banking Regulatory Commission, various banks annual reports, and the China Financial Development Report. Cross‐border management knowledge transfer from global banks to emerging economies is the theoretical framework for analyzing strategic investment in bank cases.

The paper finds that there are some successes of management knowledge transfer from such investment, although foreign strategic investment is limited as a minority share in each local bank. Culture shock came at the first stage and syncretism later on.

The cultural shock and rigidity of traditional conception are an impediment in the transfer process. This paper shows that the initial conflict can be avoided.

A free trade area (FTA) is the designated economic area where bilateral trades between membership nations are tax-free. An FTA provides an important knowledge-sharing platform across cultures. Most studies discuss FTA issues from the perspectives of economics and international law. However, this study aims to analyse the challenges and opportunities relating to FTAs from a novel, integrative perspective of culture and knowledge management.

This study used a single-case study design to investigate the Sino-Vietnam bilateral trade conditions in the FTA of the Regional Economic Comprehensive Partnership. Semi-structured interviews were conducted in Yunnan province, China, with government officials and firm managers involved in Sino-Vietnam trade.

This study identifies three major challenges in the China-Vietnam case: the existence of a knowledge iceberg, the lack of deep mutual trust and the inconsistency of bilateral port policies. This study identifies three possible solutions to these challenges: creating different communication channels for knowledge sharing, building mutual trust and respect for knowledge sharing and reducing inconsistencies in the two border gate management systems.

Considering cross-cultural knowledge sharing, this study provides new insight and feasible guidance for better cooperation of member countries of FTAs all over the world.

This research is novel because it considers the FTA as a knowledge-sharing platform where the intersection of diverse cultural values and judgement may result in a variety of knowledge icebergs. Thus, this study enriches the FTA research by focussing on the intersection of culture and knowledge management.

Effectively managing the cultural environment is an important stepping stone towards international business success. Cultural problems, especially between partners coming from diametrically different cultural categories represent one of the key challenges of knowledge management in international business co‐operations. The purpose of this paper is to investigate the influence of controversial cultural attitudes on collaboration and the use of most diverse knowledge capital of employees being regarded as a key resource for innovation and competitive advantage.

Based on a comprehensive literature review, the very extensive data collection phase, applying the case study method, was carried out over a 13 month period. It mainly consisted of in‐depth interviews requiring 23 of them to reach theoretical saturation, non‐participant and participant observation (seven), focus groups (four) and fieldtrip notes in two culturally diverse Russian and Austrian research settings. Theoretical sampling was used to select the participants. The grounded theory method of constant comparative analysis was used to analyze the gathered data.

The attitude towards sharing the precious resource of diverse employees' knowledge regarded as a prerequisite to international business success is influenced by national cultures. Protective attitudes for knowledge sharing limit the growth of humans' and the company's development. This paper suggests that providing the appropriate knowledge management tools and environment, especially referring to the soft aspects of emotions, will enhance and even change former institutionalised and ingrained patterns of behaviours. Therefore, the paper sheds light on the knowledge sharing contingency depending more on a social‐cognitive state rather than a static hierarchical status.

The paper poses two innovative organizational memory conceptualizations based on respondents' needs and demands entailing a synthesis of knowledge management and interpersonal interactions to achieve the highest level of efficiency and high degrees of knowledge sharing and absorption. It bridges the gap of purely knowledge based and unemotional management tools towards a lively and engaging tool. This would appear to be the first time that an investigation of this type has been conducted explaining culturally influenced factors of knowledge management in Eastern and Western European co‐operations.