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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 knowledge transfer plays a key role in the firm’s capability to develop and to maintain a strategic competitive advantage over time. The capability of the firm to develop an efficient and effective process of knowledge transfer increases the internal skills and then the capability to compete in the business with positive effects on the performance. In order to maximize the effectiveness and efficiency of the knowledge transfer process it must be consider two main variables: the amount of knowledge to be transferred and the speed of the process. In this contest, the purpose of this paper is to developed a theoretical model, defined the knowledge transfer curve, able to evaluate the knowledge transfer process on the basis of its speed.

The curve of the knowledge transfer is based on the methodology of the learning curve. The curve of the knowledge transfer process can be evaluated on the basis of two main variables: the first is the content of knowledge to be transferred. It refers to the quality and quantity of the information to be transferred within the firm; and the second is the speed of the knowledge transfer process. It refers to the time in which the knowledge transfer can be realized. The function of the knowledge transfer is defined using ordinary differential equation.

There is an inverse relationship between time t and the variation rate r. The higher the variable r, the faster the knowledge transfer toward the level K. Therefore, the variable r measures the efficiency and effectiveness of the knowledge transfer process. On the basis of these considerations, manager must evaluate their policies about the knowledge transfer on the basis of their effects on the variable r: only the policy that increases its value can be considered effective for the knowledge transfer process.

The originality resides in the development of a theoretical model that is able to capture and measure the effectiveness and efficiency of the knowledge transfer. It is possible to define a curve of knowledge transfer on the basis of these two variables: content of the knowledge to be transferred and the time of the transfer process, by using an ordinary differential equation.

The purpose of this paper is to empirically investigate knowledge replication-imitation speed differentials in the context of patents as the target knowledge.

This study analyzes patent citations in the electric digital data processing class employing an accelerated failure-time model.

This study finds that replicators can turn the private aspect of knowledge into an advantage against imitators with respect to the speed of knowledge transfer, even after the knowledge is codified in a patent. Specifically, being a replicator provides no knowledge transfer speed advantage over imitators. Instead, a joint consideration of knowledge characteristics and organizational boundaries is necessary when explaining knowledge replication-imitation speed differentials. Thus, “organizational advantage” in knowledge transfer is knowledge characteristic-specific rather than general.

This study illuminates the differential effects of organizational boundaries on knowledge transfer by investigating both replication and imitation in conjunction with each other, which has been a weakness in previous studies. This study also investigates knowledge transfer speed, another void in extant research.

The purpose of this paper is to identify the relationship between knowledge transfer characteristics in alliance and alliance governance mechanisms, the influence of alliance governance mechanisms on knowledge transfer consequences and investigate the role of environmental uncertainty in knowledge transfer of alliance.

Survey data were collected mainly in high-tech industries of China, the firms in which often establish alliance for the purpose of learning and knowledge transfer often takes place in that alliance. Finally, 293 usable samples were included in subsequent analysis. Multiple regression analysis was used to examine the hypotheses.

The extent of relational (/formal) governance mechanism used in alliance has a stronger positive relationship with the extent of tacit (/explicit) knowledge transfer in alliance than with the extent of explicit (/tacit) knowledge transfer in alliance between them; environmental uncertainty impairs relational governance mechanisms and enhances formal governance mechanisms used in alliance; both relational and formal governance mechanisms could facilitate knowledge transfer in alliance; environmental uncertainty hinders knowledge transfer and negatively moderates the relationship between alliance governance mechanisms and knowledge transfer.

This paper finds the relationship between knowledge transfer in alliance and alliance governance mechanisms, and the role of environmental uncertainty, providing managers with direct implications about how to manage alliance with different knowledge transfer characteristics for the purpose of facilitating knowledge transfer in alliance; provides managers more details about the dark side of the environmental uncertainty in knowledge transfer, also reminds public policy-makers paying enough attention for the improvement of institutional environment to deal with uncertainty.

The relationship between motivation at work and internal knowledge transfers (IKTs) is an important topic in the knowledge management literature, but evidence on the topic is contradictory. This study aims to analyze the mediating role of transactive memory systems (TMSs) in this relationship.

Data were obtained from 208 military knowledge workers (analysts) from a large European army.

The results indicate that intrinsic and identified motivation positively affect IKTs, although fully mediated by the TMS. Introjected motivation, in contrast, has only a slightly significant direct influence and external motivation has no significant effect. As individual motivation is insufficient to speed up knowledge transfer, this paper proposes the solution of implementing a TMS, which generates trust and improves coordination among group members.

This study’s originality stems from both its context and the problem tackled. The context analyzed is the military, a group that has received very little attention in the field of management and business. Individual motivation in job performance has also received little study in a military context and even less research has related individual motivation to IKTs. To supplement the scarcity of existing studies and resolve the possible difficulties identified concerning IKT in the military, this study proposes to analyze the mediating effect of a TMS on the relationship between individual motivation to perform one’s job and IKTs.

This study aims to investigate whether the absorptive capacity, learning intent of the recipient, the attractiveness of the knowledge source and the relationship quality between the recipient and the source in high-technology sectors in emerging markets influences the nature of the intra-organizational knowledge being transferred.

A total of 180 completed survey responses from all cellular network providers operating in Pakistan were analyzed. This study uses multiple regression analysis to empirically tests the above relationships using data from the cellular network sector in Pakistan.

The findings highlight how the highly educated workforce and the motivation to learn has an impact on the effective cross-border sharing of knowledge, both technological and marketing knowledge.

This study is one of the few to test the factors that influence the effective and efficient transfer of knowledge from developed to emerging markets.

The paper aims to identify the requisite attributes and organisation to be displayed by a research university in order to engage successfully in collaborative research with industry partners.

The conceptual framework contrasts the traditional public funding model against the requirements of the “triple helix” model of government‐university‐industry research funding. The framework supports the exploration of a case study of a long‐standing and successful joint research partnership, the Dundee‐Kinases Consortium, which links a world‐class life sciences research centre and a group of global pharmaceutical companies.

The case study provides a starting point, and additional case examinations will confirm the role of resource competences and organisational capabilities in facilitating performance by way of knowledge generation and transfer between partners.

The design and leadership of the consortium achieves vital performance outcomes, namely: accelerating the production of new knowledge about cell signalling processes relating to serious diseases; and faster transfer of new knowledge into drug development processes of pharmaceutical companies. The development of key enabling capabilities by the university, allied with routines for academic‐industry researcher interface, are essential elements of the partnering design.

The paper demonstrates that university‐industry partnerships build on government‐university funding, that university‐industry relationships foster new university capabilities, and moreover, that academic publication is not displaced by the requirements of industry partners.

The existing literature indicates that in developing countries, much remains to be done in terms of improving understanding of international joint venture (IJV) issues such as the motives for firms to pursue IJVs and the factors which affect their performance. In view of this, the present paper seeks to identify the motives of Malaysian firms for engaging in offshore IJVs, and analyze the interplay among four key variables – motive, strategic fit, knowledge transfer and innovation performance – from the perspective of Malaysian IJVs.

Based on a literature review, theoretical linkages among the variables and relevant hypotheses were developed; then subsequently tested using bootstrap analysis. A total of 234 questionnaires were sent to managers of Malaysian IJVs abroad and 74 usable responses were returned, yielding a response rate of 31.62 percent.

The results suggest that Malaysian firms pursue IJVs abroad mainly to expedite profit generation and market penetration, while acquiring knowledge is considered only as a secondary motive. At the same time the results affirm that knowledge transfer mediates the effect of strategic fit on the innovative capacity of the IJVs. This implies that although knowledge transfer is very important to IJV innovation performance, that importance is seriously underestimated by Malaysian businesses.

The study highlights the need to incorporate moderating factors in the future when examining the effect of motive and strategic fit on innovation. Results of the reliability tests also question the generalizability of existing strategic fit and knowledge transfer scales in a Malaysian setting.

The findings provide lessons for foreign businesses by improving understanding of what Malaysian businesses seek most in an IJV, which in turn will help foster better strategic fit between partners. For Malaysian firms and policy makers, the study should serve as a reminder that knowledge transfer is very important in improving innovativeness and deserves greater attention and commitment.

Research on IJV suggests interesting differences between firms from developed and developing nations. The current paper helps to enrich the literature on IJVs, particularly from the perspective of knowledge and learning orientation in developing nations.

The purpose of this paper is to explore the factors which determine the degree of knowledge transfer in inter‐firm new product development (NPD) projects. The authors test a theoretical model exploring how inter‐firm knowledge transfer is enabled or hindered by a buyer's learning intent, the degree of supplier protectiveness, inter‐firm knowledge ambiguity, and absorptive capacity.

A sample of 153 R&D intensive manufacturing firms in the UK automotive, aerospace, pharmaceutical, electrical, chemical, and general manufacturing industries was used to test the framework. To analyse the data, two‐step structural equation modeling in AMOS 7.0 was used.

The results indicate that a buyer's learning intent increases inter‐firm knowledge transfer, but also acts as an incentive for suppliers to protect their knowledge. Such defensive measures increase the degree of inter‐firm knowledge ambiguity, encouraging buyer firms to invest in absorptive capacity as a means to interpret supplier knowledge, but also increase the degree of knowledge transfer.

The paper illustrates the effects of focusing on acquisition, rather than accessing supplier technological knowledge. The paper shows that an overt learning strategy can be detrimental to knowledge transfer between buyer‐supplier, as suppliers react by restricting the flow of information. Organisations are encouraged to consider this dynamic when engaging in multi‐organisational, NPD projects.

The paper examines the dynamics of knowledge transfer within inter‐firm NPD projects, showing how transfer is influenced by the buyer firm's learning intention, supplier's response, characteristics of the relationship and knowledge to be transferred.

This paper aims to look at the issue of culture's role in knowledge transfer within multinational corporations (MNCs). Studies of MNCs have hinted at the importance of culture to the performance of subsidiaries. Using Hofstede's cultural dimensions of power distance, individualism/collectivism, uncertainty avoidance, and masculinity/femininity, it is argued that the location of subsidiaries along each of these cultural dimensions will significantly impact the possibility of knowledge transfer occurring between subsidiaries.

The objectives were achieved by providing additional insights into the complex nature of knowledge transfer efforts in MNCs. To do so, a discussion of the challenges associated with the dimensions of culture is presented. These challenges are further complicated by the degree to which the home office is involved in the strategic decision‐making process surrounding inter‐subsidiary knowledge transfers.

The paper suggests that managers should pursue knowledge transfer activities cautiously. Although these efforts may be supported by the home office, resistance to change and sharing must be carefully managed. Furthermore, knowledge transfer efforts are most likely to be successful if the parties are culturally aligned. And, when this is missing, success is highly dependent upon home office directives and support.

This paper forces us to address a critical question: how do subsidiaries deal with the challenges to knowledge transfer efforts posed by cultural differences? While research has looked at various aspects of culture and its impact on MNC activities, more research is needed on these issues. As knowledge continues to be emphasized as the basis for performance differences, more thorough examination of the issues affecting it is necessary. In addition, variables such as spatial distance, native origin, and language differences, all of which make translation difficult, are not considered.

The ideas presented here reinforce the notion that national context and its impact on culture has major consequences for inter‐subsidiary knowledge transfer efforts. This is particularly the case when these transfers involve subsidiaries with different cultural dynamics. Since, knowledge is contextual, this helps subsidiaries identify their partners in this process, what are there benefits to be gained from engagement, and how involved the home office needs to be in these transfer efforts. Therefore, managers need to pay careful attention to contextual issues that affect knowledge transfer efforts.

It reinforces the notion that subsidiaries have access to confidential information regarding developments in other subsidiaries. This access to inside information allows for the speedy pursuit of knowledge transfer opportunities. However, such pursuits must be tempered by understanding that cultural differences may inhibit success.