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This study investigated the succession process in small and medium family farms as two distinct but related processes of management transfer and ownership transfer. Past studies focused on the broad subject of succession, without dissecting succession into the components that it contains. Furthermore, this study aimed to evaluate which business, family and owner characteristics were significant in the progress of each process toward the actual transfer of management and ownership.

Telephone interviews were conducted to gather information from rural family businesses in Illinois, Indiana, Michigan and Ohio. A bivariate ordered probit regression was utilized to model the processes of management and ownership transfer as separate but related processes. Both management transfer and ownership transfer were modeled utilizing three distinct stages of transfer.

Business and owner characteristics were significant to both management and ownership transfer, whereas family characteristics only influenced ownership transfer. Farm family businesses that discussed goals, identified a successor and were educated on how to start the transfer process were more likely to have made progress in both management and ownership transfer.

The authors contribute empirically to the literature by modeling the components of the succession process, management transfer and ownership transfer, as separate but interrelated processes. The authors specifically investigate which business, owner and family characteristics influence the progression of management and ownership transfer in farm family businesses.

The purpose of this paper is to propose a method for the transfer of knowledge and skills in project management (PM) based on techniques in knowledge management (KM).

The literature contains studies on methods to extract experiential knowledge in PM, but few studies exist that focus on methods to convert extracted knowledge into practical knowledge and transfer it to learners. This research proposes a model of PM skills transfer management, which consists of a PM knowledge extraction phase, PM knowledge recognition phase, practical knowledge transfer phase, and practical knowledge evaluation phase, and examines the model's effectiveness.

Through multi‐agent simulation (MAS), expert communities for knowledge extraction can be vitalized. A PM skills transfer management maturity model (PMST3M) was proposed that is capable of evaluating PM skills transfer management.

The present work could have considered KSM in‐depth with a view to adding value to the virtualization of community of PM experts.

The paper presents a detailed critique of a knowledge‐management‐based process of transferring PM skills.

As the dynamics of the external environment of the enterprise continue to increase, the support of information systems for organizational agility becomes increasingly important. Collaborative Management System (CMS) is a new type of information system that can cope with the dynamic changes of the organization. Effective knowledge transfer is the core of the system implementation. The purpose of this study is to explore the knowledge transfer barriers faced by CMS in its implementation process.

Through field interviews with a representative CMS provider, this paper summarizes the barriers of knowledge transfer during CMS implementation into three aspects.

Based on the innovative measures taken by the company and relevant literature, the corresponding mitigating strategies are proposed.

The findings enrich the implementation methodology of agile information systems by exploring the knowledge transfer problem from a novel context. The study also provides a reference for practical implementation to overcome the dilemma of knowledge transfer.

This chapter investigates whether traditional design-oriented coordination instruments or more modern management concepts have a stronger influence on the success of forward technology transfers within MNCs.

We conducted an empirical study analyzing the relative influence of (a) traditional coordination instruments (structural, technocratic, and person-oriented) and (b) modern management concepts (epistemic community and absorptive capacity) on the success of forward technology transfers within MNCs.

The study finds evidence that the traditional coordination instruments relate to specific aspects of the success of such transfers. Comparing the different types of coordination instruments, this chapter shows that not only the person-oriented, but also the structural and technocratic coordination instruments relate positively with the achievement of technology transfer goals. The study finds stronger relationships between the traditional coordination instruments and the technology transfer goals than between the modern management concepts and the technology transfer goals.

We believe that these results have important implications for the management of international technology transfers in particular and for the focus of future (international) management research in general. Future MNC research studies need to include traditional coordination instruments, since they continue to strongly influence organizational behavior and outcomes. This would help to make organizational research on MNCs more cumulative and complete.

The purpose of this paper is to investigate the effect of the “transfer” process on relationships between employees' perceived organisational support and affective and continuance commitment within the context of the move to a new employment relationship as part of a public private partnership.

Eight semi‐structured interviews informed the design of a questionnaire, which was distributed to facilities management employees of a UK NHS hospital who had been seconded to a private‐sector management company. This resulted in 101 effective responses (33 per cent).

In new forms of employment relationship, employees' perceptions of the “transfer” process influence significantly their perceptions of the management company and their commitment to it. Positively perceived organisational support from the management company significantly increases affective and continuance commitment to the management company, particularly amongst those who feel positive about the transfer process.

This research focuses upon employee commitment to the management company. Further research is proposed to investigate different foci of commitment as well as the influence of the psychological contract.

The effect of fairness in the “transfer” process is far reaching, lasting beyond the initial transfer. Both parties should work together to enable a smooth employee “transfer” process, supervisors particularly having a strong influence on employees' attitudes and behaviour.

There is a lack of research regarding the antecedents and consequences of commitment of employees, who are managed by one but employed by a different organisation. This study begins to address this gap.

This paper aims to analyze the inhibitory effect of non-controlling shareholders governance mechanism on the retention of self-interest management, which provides theoretical support and practical basis for standardizing the control transfer behavior of listed companies and improving the governance mechanism of non-controlling shareholders.

Taking A-share listed companies with control transfer from 2000 to 2017 as sample, this paper investigates the strategy, path and retention consequence of the target company’s market selected top management who collude with the new controlling shareholder to avoid the risk of being taken over by control transfer.

This research explores that negative earnings management behavior may reduce the real premium of control transfer after deducting the “shell value”. The lower the real premium of control transfer after deducting the “shell value”, the higher the probability of management retention after control transfer. This paper also reveals that the real premium of control transfer after deducting the “shell value” plays complete mediation role between the negative earnings management behavior of the management and their own retention. The mediation effect of “collusion and price reduction” in the control transfer will be inversely moderated by the governance mechanism of noncontrolling shareholders including the old shareholders of the seller.

This paper not only constitutes a supplement to the existing literature but also provides empirical evidence for standardizing the control transfer behavior of listed companies, and making good use of the old shareholders of the seller to improve corporate governance and alleviate agency conflict after control transfer.

This paper aims to develop a procedure for preparing production transfers based on risk management principles. The procedure should help companies reduce the amount of supply chain disruptions during transfers and achieve their outsourcing/offshoring objectives.

The procedure was developed during a three-year Design Science study. First, a literature review and case studies were conducted to frame the research problem. Second, a preliminary procedure was developed based on preventive risk mitigation actions from the production transfer literature. Third, the procedure was implemented during an electronics-offshoring case and refined during workshops with the sender and receiver’s transfer personnel. Fourth, during a seminar, transfer practitioners verified the procedure by applying it to outsourcing/offshoring cases with which they had experience.

Most of the preventive actions were evaluated as relevant for the transfers the procedure was applied to, regardless of industry and relocation type. Moreover, the electronics-offshoring case showed that the success of a production transfer not only depends on the physical, knowledge and supply chain transfers, as presented in earlier research, but also on the administrative transfer and on the organisation, project and quality management actions. This paper also attempts to enhance the production transfer literature by clarifying transfer risk management.

The procedure can be used during the production transfer phase as a preparation procedure. Moreover, it informs the decision-making process during the relocation-decision and supplier-selection phases.

To the authors’ knowledge, this is the first production-transfer-preparation procedure based on risk management principles.

This paper focuses on the managerial challenges involved in establishing subsidiaries in the Post‐ Soviet market. In these circumstances, the Western firms’ management meets the host country’s institutional structures. It is suggested that management transfers from the Western parent firm towards the local subsidiary take place across institutional boundaries. The analysis focuses on aspects creating, or reducing tensions in relations between local employees and the Western firm’s representatives. This paper explains why some local employees develop identities that facilitate management transfers, and why other employees develop conflict identities that inhibit management transfers.

The designing of international transfer pricing systems needs to take into consideration a variety of factors that could ultimately affect the smooth operation of the systems. Many of these factors are organisational in nature, including organisational and personal perspectives toward transfer pricing. Decentralisation, while allowing lower‐level management mobility in operational decision making, has the potential for suboptimisation. Similarly, it is not immediately apparent whether profit or cost centres are more appropriate for transfer pricing purposes. These and other related factors that influence transfer pricing systems are considered in this article.

The critical need to actively manage the transfer of training process is apparent from the scope of industrial training and the relapse rate of the trainee. Transfer management consists of a variety of actions before, during and after training by managers of trainees, management development personnel and management trainees to increase the probability of success. Knowledge of the typical barriers to transfer is useful as they can be removed, diminished, converted to positive forces or countered by balancing forces. The final product of a literature review is a set of 95 distinguishable transfer strategies. These form action propositions for transfer of training. An open‐ended survey of 84 human resource development professionals was conducted in which they were asked to report the most important impediments to training transfer. From this list, a set of nine frequently mentioned factors was derived and presented to a group of 36 trainers who ranked the three most powerful forces against transfer as: lack of on‐the‐job reinforcement, interference from the immediate environment and a non‐supportive organisational climate. The importance of transfer and impediments to it are discussed.