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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 aims to explore the relationships between organizational unlearning and knowledge transfer in cross-border mergers and acquisitions (M&As) from a routine-based view. The study also stresses the mediating role that knowledge integration capability plays in this relationship.

In all, 178 samples were collected from Chinese multinational corporations that experienced cross-border M&As. In addition, the bootstrap method was used to test the mediating role of knowledge integration capability.

The empirical results indicate that knowledge integration capability is the crucial link between organizational unlearning and knowledge transfer. Specifically, this capability goes beyond the direct effect of organizational unlearning on knowledge transfer and points to the importance of enhancing knowledge integration capability. In turn, knowledge integration capability has a significant influence on knowledge transfer. The study finds that knowledge integration capability mediates the relationship between organizational unlearning and knowledge transfer.

This study adopts a routine-based view to develop a theoretical model for examining the relationship between organizational unlearning, knowledge integration capability and knowledge transfer in the context of cross-border M&As. This model provides new insights for a routine-based understanding of the important mediating role of knowledge integration capability for knowledge transfer and the effects of this role on the specific knowledge transfer, i.e. technological, marketing and managerial knowledge.

The paper aims to incorporate the social identity theory perspectives to the knowledge-based view in order to suggest how certain organizational characteristics can be leveraged as knowledge governance mechanisms for interpersonal knowledge transfer within the multinational enterprise (MNE).

This paper is a conceptual discussion on interpersonal knowledge governance mechanisms.

The paper proposes a new set of governance mechanisms which may be leveraged to govern interpersonal knowledge transfer. These mechanisms utilize organizational identity of individuals to govern individual level knowledge transfer behavior with the MNE. The paper also illustrates how subsidiary power, one of such mechanisms, influences interpersonal knowledge transfer within the MNE through organizational identification.

As the paper is conceptual, the proposed mechanisms have not been substantiated empirically. It calls for empirically testing the suggested mechanisms across countries.

The paper provides insights to managers for leveraging on organizational identity to manage interpersonal level knowledge transfer within the MNE.

The paper adds organizational identity-based knowledge governance mechanisms to the knowledge governance approach. It highlights how certain organizational characteristics (e.g. subsidiary power), even though these are not knowledge governance mechanisms per se, can be utilized to govern interpersonal knowledge transfer with the MNE.

The study purports at investigating the effect of organizational factors (strategy, culture, information technology and structure) on knowledge transfer and innovation performance in the context of Indian International joint ventures (IJVs) of varied ages and industries. All the variables are woven together in the framework of dynamic capabilities theory.

PLS-SEM was used to analyze the primary data collected from IJVs. The disjoint two-stage approach was applied to check the mediation in the model. The multigroup technique was deployed to test group-differences in the sample.

The four organizational factors, combined as a construct, are seen to have a positive impact on knowledge transfer, which facilitates innovation performance. But mediation analysis revealed the insignificant indirect relationship of organizational factors with innovation through knowledge transfer for the total sample. In-depth group analysis revealed that these results differ between young and mature IJVs and knowledge-intensive and non-knowledge intensive industries.

The number of organizational factors is limited to four, which can be further increased. Longitudinal studies for investigating the formation of dynamic capabilities can be the future research direction.

The research has provided hierarchical analysis for organizational factors, knowledge transfer and innovation performance with multigroup industrial and age-wise analysis of Indian IJVs, which is still unplumbed in international business literature.

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.

Whilst knowledge transfer is a major strategy for managing contemporary organizations the impact of the key factors influencing the rate of organization knowledge transfer is relatively unknown. As a contribution to this identified gap this paper aims to discuss the influence of particular organizational factors (IT systems, structured learning strategies, innovative organizational culture, and flexible structure and design) on knowledge transfer using a conceptual framework derived from the literature. The effect of both explicit and tacit knowledge transfer on innovative capabilities and organizational performance is to be examined.

The survey study, conducted amongst 1,086 high‐tech companies, targeted chief executive officers), CFOs (chief financial officers), COOs (chief operation officers) or top managers/administrators as they provided more reliable environmental and organizational information.

The study findings, based on a sample response rate of 19.6 per cent, indicated that of the particular organizational factors considered IT systems had the most significant impact on organizational knowledge transfer followed by a structured learning strategy, and an innovative organizational culture. Personalized (tacit) knowledge transfer had a strong influence on innovative capabilities development and process innovation had a greater impact on organizational performance than product innovation.

The findings can be used by managers to more efficiently direct knowledge transfer resource allocation decisions to further optimize organizational performance.

The main purposes of this study are to develop a knowledge governance mechanism-fit-barrier matrix mode to resolve transfer problems resulting from knowledge characteristics and to clarify the relationship among knowledge characteristics, barriers of knowledge transfer, and effective knowledge transfer in inter-organizational contexts.

The vast literature on knowledge transfer in inter-organizational context has been reviewed. Moreover, to develop a theoretical framework, the authors developed a set of arguments based on literature pertaining to the knowledge-based view of knowledge characteristics and barriers and the response of network to inter-organizational knowledge transfer.

Knowledge-based view of knowledge characteristics and barriers and knowledge governance may provide a new understanding for network organizations seeking effective knowledge transfer strategies in inter-organizational context.

The main contribution to organizational theory is extending information-processing theory to form a new strategic model for inter-organizational knowledge transfer.

The fit model of governance mechanisms may help managers to make effective strategies for inter-organizational knowledge transfer.

Theoretically, this paper extends Information Processing Theory to inter-organizational relationships research. The developed model here also helps to explain the importance of cognitive dimensions for successful inter-organizational knowledge transfer. In KM practice, the proposed well-developed strategic models may help managers to link inter-organizational knowledge transfer processes to business strategy, and validate of the way to convert the goal of making their network organizations more intelligent into a strategic action.

The purpose of this study is to adopt the perspective of congruence to explore how organizational unlearning facilitates knowledge transfer in cross-border mergers and acquisitions (M&A).

Drawing on the congruence theory, this study built a theoretical model and examined it with survey data from 212 firms in China.

Organizational unlearning has no direct influence on knowledge transfer. In contrast, it promotes knowledge and routine compatibility that facilitate knowledge transfer. Routine and knowledge compatibility have different mechanisms on knowledge transfer. Specifically, the higher routine compatibility, the more effective is knowledge transfer. When knowledge compatibility is at a medium level, the effectiveness of knowledge transfer is optimal.

Firms should regard organizational unlearning as a crucial facilitator to knowledge and routine compatibility that promote knowledge transfer.

This study provides a specific understanding of the relationships between organizational unlearning and knowledge transfer by focusing on knowledge and routine compatibility as the crucial links, and enriches existing literature regarding knowledge transfer.

This paper underscores how organizational ambidexterity and organizational innovation play differentiated roles in the subsidiary reverse knowledge transfers (RKT). The authors argue that both organizational ambidexterity and organizational innovation play a positive but differentiated role in the RKT process in that the former positively influences subsidiary knowledge creation, whereas the latter positively influences subsidiary knowledge transfers.

Data were collected from 289 foreign subsidiaries operating in Brazil. Hypotheses were developed and tested by applying partial least squares structural equation modeling.

The results supported the hypotheses and showed that organizational ambidexterity promotes knowledge creation, and that organizational innovation facilitates knowledge transfers.

The paper offers implications with regard to drivers of subsidiary investments and actions of subsidiary managers vis-à-vis the subsidiary objectives of knowledge creation and/or transfers.

Showing the different roles of organizational ambidexterity and organizational innovation, this paper reveals some underlying mechanisms of the RKT process and contributes by explaining the competitive heterogeneity of subsidiaries, with impacts on subsidiary management’s evolutionary and resource dependence perspective.

The purpose of this paper is to provide a critical review of the current body of research on inter‐organizational knowledge transfer, indicating some of its limitations and openings for future studies. It maps research in an integrative framework of knowledge‐specific, organizational and network‐level antecedents and performance outcomes of transfer. When assuming that transfer of knowledge does not by itself influence organizational performance, this study gives special attention to a mediating role of knowledge acquisition in relationship between antecedents and performance outcomes of transfer.

In this conceptual paper the author consolidates, annotates and critiques existing research on antecedents and consequences of inter‐firm knowledge transfer. The author reveals limitations of the current body of literature and provides directions for future research.

This paper points to the underestimated role of knowledge acquisition in conceptual models of inter‐firm knowledge transfer. The author suggests that the extent, type and nature of “new knowledge learned” mediate the relationship between various antecedents of transfer and financial, product/market and strategic performance of firms. Related to this, the study calls future research to analyze knowledge transfer as a two‐stage process that involves acquisition of knowledge and its exploitation.

Although research on inter‐organizational knowledge transfer is burgeoning, yet our understanding of its antecedents and consequences remains unclear. As a first step to filling this gap, this study provides a comprehensive literature review, reveals its limitations and suggests meaningful directions for further research. It points to high explanatory value of theoretical frameworks that examine linkages between antecedents of transfer, learning outcomes and firm performance results.