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This study aims to find how the turnover of host country nationals (HCNs) would be affected by the knowledge transfer from a headquarter to a subsidiary. Knowledge transfer in a multinational corporation (MNC) has been discussed as a critical factor in the MNC’s success. Because HCNs are essential to synergizing with a new knowledge inflow during this knowledge transfer process, their turnover entails negative consequences such as knowledge loss.

This paper empirically tests the unbalance between knowledge received (KR) and absorptive capacity (AC) as the most critical organizational predictor by using the secondary longitudinal records and survey data of 4,915 employees. Multilevel survival analysis is used to calculate the individuals’ turnover hazard.

While finding that the primary effect of transferred knowledge is to reduce turnover, the study demonstrates the unbalance between a subsidiary’s AC and KR increases the likelihood of HCNs’ turnover within the organization. The authors also recognize the possibility of nonlinear trends of KR and AC on the turnover hazard.

The authors answer how knowledge transfer shapes a subsidiary’s work environment to prevent or increase turnover, which has been barely examined for HCNs who comprise the crucial demographic group in knowledge transfer. To enhance the originality further, this study empirically observes the actual turnover of HCNs with a conceptually comprehensive view incorporating both learning and political approaches.

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.

Despite being one of the most used dependent variables in expatriate management research, no clear-cut understanding exists of what expatriate success means. Thus, this study aims to propose an integrative definition of expatriate success by providing an overview of expatriate success's dimensions, antecedents, and their interplay.

A systematic literature review (SLR) was conducted to achieve the purpose. A total of 249 empirical studies (quantitative 111, qualitative 50, mixed-methods 17), literature reviews (67) and meta-analyses (4) on expatriate success were reviewed from Web of Science and Scopus databases published from 1990 until December 2021. The study selection criteria followed the PRISMA flowchart steps, and then descriptive and network analyses were performed to identify expatriates' success dimensions, antecedents and their interplay.

The findings show the interplay among antecedents and dimensions of expatriate success across three levels (individual, interpersonal and organisational) to clarify the concept of expatriate success. Also, the study offers a comprehensive definition of expatriate success based on the dimensions identified.

The suggested definition of expatriate success elucidates the “atheoretical”, multidimensional and socially constructed nature of the construct and hence, calls for more “theoretical”, multidimensional and subjective considerations of the term to ground human resource management practices addressed to attain expatriates' success.

This paper provides an integrative definition of expatriate success, giving greater insight into the construct, in addition to critically reflecting on it.

This paper explores the quality and flow of facade product information and the capabilities for avoiding the risk of facade fires early in the design process.

A qualitative case study using the process tracing method is conducted in two stages. First, a thematic analysis of reports and literature identified two categories for the problems that caused fast fire spread across the Grenfell Tower facade. This enabled classifying the identified problems into four stages of a facade life cycle: product design and manufacturing, procurement, facade design and construction. Second, the capabilities for avoiding the problems were explored by conducting in-depth interviews with 18 experts in nine countries, analyzing design processes and designers' expertise and examining the usability of three digital interfaces in providing required information for designing fire-safe facades.

The results show fundamental flaws in the quality of facade product information and usability of digital interfaces concerning fire safety. These flaws, fragmented design processes and overreliance on other specialists increase the risk of design defects that cause fast fire spread across facades.

The findings have implications for standardization of building product information, digitalization in industrialized construction and facade design management.

This research adds to the body of knowledge on sustainability in the built environment. It is the first study to highlight the fundamental problem of facade product information, which requires urgent attention in the rapid transition toward digital and industrialized construction.

The purpose of this paper is to examine the underlying mechanism through which high-performance work system (HPWS) influences employee creativity. In addition, this paper aims to examine contingent factors in the relationship between perceived organisational support and employee creativity.

The sample of the study included 268 employees and matched supervisors from two pesticide chemical companies in China. Hypotheses were tested with linear regressions.

The study shows that HPWS enhances perceived organisational support, which in turn promotes employee creativity. Moreover, the results also indicate that devolved management positively moderates the relationship between perceived organisational support and employee creativity.

The unique environment of China may limit the generalisability of the findings. Future studies can extend these findings by conducting studies in other societal contexts.

When trying to inspire employee creativity, organisations need to pay attention to employees’ perception of organisational support. One way of enhancing perceived organisational support is to implement HPWS. In addition, organisations need to encourage devolved management in order to inspire more creative behaviours.

This is the first study that explores the mediating role of perceived organisational support in the HPWS-employee creativity linkage. In addition, the study provides what is believed to be the first test of the moderating role of devolved management.

National Park Service (NPS) units generate a significant economic impact for states and local gateway communities across the USA. Utah is home to 13 NPS units with visitation accounting for 18% of the state's US$9.75bn tourism economy in 2018. Twelve NPS units, including five national parks, are located in Southern Utah, driving an economy that is heavily dependent on tourism. This paper examines the challenges and opportunities for visits to national parks post-COVID-19, generally and in the specific context of Southern Utah. Although the assumption is that visits to national parks will recover quickly, this paper will critically examine how visitation may change and what adaptive measures and alternative forms of unit management may be necessary.

By adopting a holistic-inductive paradigm, this paper utilizes a descriptive case study approach. Data were collected across a variety of mediums focusing on interviews with key stakeholders in and around Southern Utah.

The results from this study highlight the various challenges faced in parks and gateway communities vis-à-vis changing patterns of visitation, adaptive measures and alternative forms of unit management necessary due to COVID-19 and their impact on the future management and marketing of national parks for touristic purposes.

This paper examines the impacts of COVID-19 on an often-neglected yet significant area within tourism, yielding implications for industry, visitors and destination communities.