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This paper aims to explore the key factors affecting knowledge transfer within cross-cultural teams in international construction projects from three levels: individual factors, team factors and knowledge characteristics. It also provides a comprehensive framework to examine how trust, cultural distance, team identification, knowledge tacitness and complexity and members' transfer willingness impact knowledge transfer effectiveness within cross-cultural teams.

A conceptual model and 16 hypotheses were put forward through the literature review and pilot investigation. This study used structural equation modeling to examine how factors affect the effectiveness of knowledge transfer within cross-cultural teams based on the questionnaire data of samples from Chinese international construction projects.

The findings show that affect-based trust and team identification positively affect the willingness to contribute knowledge. Conversely, knowledge tacitness, knowledge complexity and cultural distance negatively influence contribute willingness. Moreover, affect-based trust, cognition-based trust and team identity positively affect receive willingness, while cultural distance negatively impacts receive willingness. Additionally, affect-based and cognition-based trust, knowledge tacitness and complexity affect transfer effectiveness through the full mediation of transfer willingness, while cultural distance and team identity affect transfer effectiveness through the partial mediation of transfer willingness.

On the one hand, this research provides a holistic framework for factors affecting knowledge transfer within cross-cultural teams from three levels: individual factors, team factors and knowledge characteristics. On the other hand, the paper gives other researchers in international project management the enlightenment of focusing on members' cultural structure and the cross-cultural training of the team.

This study offers the direction for cross-cultural team managers to formulate helpful approaches for knowledge transfer and assist corporate leaders in taking integral control measures to enhance knowledge transfer effectiveness within the team.

This study provides other researchers with a comprehensive understanding of the key factors affecting knowledge transfer within cross-cultural teams in international construction projects and insight for further research on project management and knowledge management.

The aim of this paper is to shed light on how subsidiary willingness to transfer knowledge is influenced by formal control mechanisms from headquarters, and how this affects knowledge transfer performance.

The study highlights and tests the influence of two formal control mechanisms: formal demand to transfer knowledge from headquarters, and performance evaluation system related to knowledge transfer. This is tested by subjecting a dataset of 149 knowledge transfer processes to a two‐stage least square regression analysis.

The robust results indicate that formal evaluation systems related to subsidiary knowledge transfer increases subsidiary willingness to transfer, and subsequently knowledge transfer performance, whereas formal demand by headquarters to share knowledge show a negative but not significant impact.

The results highlight the strategic importance of eliminating motivational barriers in order to enhance knowledge transfer performance. By using outbound knowledge as a criterion when evaluating the subsidiary, managers can increase transfer performance by fostering subsidiary willingness to perform knowledge transfer.

The findings indicate that KM in terms of subsidiary transfer willingness and transfer performance can be fostered and enhanced by the introduction of formal evaluation systems related to knowledge sharing. The results also contribute by revealing that formal control mechanisms differ in their degree of influence in terms of fostering subsidiary transfer willingness and transfer performance.

This paper aims to employ social cognitive theory (SCT) as a theoretical framework to investigate the influencing factors affecting the knowledge transfer effectiveness of construction workers in China. The mediating role of their knowledge transfer willingness is also assessed.

A questionnaire on knowledge transfer among Chinese construction workers is designed and subsequently analyzed by structural equation modeling (SEM), with a total sample of 288 construction workers.

The SEM results show that the knowledge self-efficiency, blood and geographic relationships, and trust relationship promote knowledge transfer willingness and positively influence the knowledge transfer effectiveness of construction workers. However, the effect of organizational culture on knowledge transfer willingness and effectiveness is nonsignificant.

The results are conducive to managers and governments formulating strategies to optimize the learning mechanism of construction workers and facilitate their obtaining of resources from the project, thus easing skill shortages and promoting the transformation of construction workers into industrial workers.

This paper innovatively proposes blood and geographic relationships as research variables, expanding their scope. Furthermore, SCT is applied to enable future research to better understand individual knowledge transfer behavior from both personal and environmental perspectives.

The transfer of technical know‐how is now recognised as an essential component in the globalised expansion of multinational companies. As these companies offshore or outsource their operations the success of the new facility can depend on the ability to convey both tacit and explicit knowledge willingly during all phases of the transfer. There is a lack of clarity in current literature on the success factors for effective transfer of knowledge on production parts transfer and an absence of frameworks. The purpose of the research reported in this paper is to examine documented success factors and propose an integrated framework.

Peer reviewed literature was used to establish dominant themes on knowledge‐sharing from which interview and survey were designed and undertaken to establish motivating factors.

Five key themes required for successful knowledge transfer were established for moving parts to new production facilities: willingness to share information, willingness to receive information, explicit knowledge transfer, tacit knowledge transfer and verification. These were then assembled into a transfer of technical intellect framework for knowledge transfer to new facilities.

The research draws from the experience of practitioners across multiple parts transfers rather than examining a specific transfer. This work brings research not previously brought together. It draws from the literature and a significant survey of a large multi‐site engineering company and future work needs to be carried out to examine the generalisability of the work.

The proposed framework guides the tacit as well as explicit transfer of technical knowledge of production parts between facilities.

The research identifies the key themes and motivating factors for transferring tacit product knowledge to another organisation.

This study aims to examine farmers' decision to use smartphone agricultural applications (SAAs) and how SAAs adoption impact their land transfer behaviors in terms of the current land transfer-in area (LTA) and the future willingness to renew land transfer-in after it expires (WTR).

This study provides empirical evidence on the relationship between farmers' use of SAAs and land transfer choice, using a field survey data of 752 rural farm households in 2020 from Sichuan province of China. The endogenous switching models are employed to address potential self-selection bias associated with voluntary SAAs use and to quantitatively examine the impacts of SAAs use on land transfer choice.

The empirical results reveal that SAAs significantly improves the probability of transfer-in of more land by 39.10%. We find SAAs use has heterogeneous impacts on land transfer-in choice in the groups of agricultural technology, extension service, marketing and credit. Besides, we also find that SAAs use exerts highly positive and significant impact on farmers with less land area transfer-in. Moreover, SAAs can increase the probability of farmers' willingness to renew the land transfer-in by 30%.

To the best of our knowledge, this study is the first to explore the quantitative relationship between the use of SAAs and farm households' land transfer choice. The findings of this work can provide policy-related insights to help government promote the development of digital applications in the agricultural sector.

The aim of this study is to provide some important insights for knowledge stickiness from the perspective of the characteristic of knowledge and the people engaged in the knowledge transfer. It proposes an empirical model about factors that influence knowledge stickiness.

Based on knowledge-based view (KBV), this paper systematically elaborated the research model, and then conducted a survey to test the hypotheses. Data were collected by face-to-face interviews in R&D team of knowledge-intensive firms in China. The empirical results generally support the proposed hypotheses.

The paper provides empirical insights about how the knowledge transfer willingness, transfer ability, knowledge residence, knowledge articulability and absorption ability affect the knowledge stickiness in the process of knowledge transfer in R&D team.

This paper provides guidelines about how firms should optimally respond to knowledge stickiness in knowledge transfer process practically.

The proposed framework helps to understand what factors impact knowledge stickiness in R&D teams. Furthermore, the research also provides guidelines about how firms should optimally respond to knowledge stickiness in knowledge transfer process practically from both aspects of characteristics of knowledge itself and people involved in knowledge transfer.

This study, grounded on KBV, constructs a countermeasure model of weakening knowledge stickiness, which contributes to an understanding of factors leading to the success or failure of knowledge transfer. It eventually theoretically extends the KBV of the firm and commits to improve the efficiency and effectiveness of knowledge transfer practically.

This paper provides a comprehensive assessment of the influencing factors on knowledge transfer through meta-analysis with an emphasis on the influence of cultural contexts.

The approach involved the evaluation and analysis of 69 published empirical studies and the categorization of these studies into two groups based on different cultural contexts as described by Hofstede. A meta-analytic approach was then employed to provide a comparative analysis of the categorized studies.

The results of the meta-analysis of the influencing factors of knowledge transfer are consistent with the results obtained in most previous studies, indicating a maturation of research in this area. Influencing factors such as knowledge ambiguity, tie strength, trust, and common cognition are shown to impact knowledge transfer in different cultural contexts, particularly with regard to the individualism-low power distance and collectivism-high power distance dimensions defined by Hofstede.

This analysis was limited to the correlation between the influencing factors and the general performance in knowledge transfer and did not specifically address more detailed dimensions such as efficiency and effectiveness. In addition, this analysis was restricted to the cultural contexts of only two cultural dimensions. However, the review of this broad range of studies provided sufficient data to allow an in-depth analysis of related influencing factors and helped to illustrate and exemplify the influencing mechanisms of culture on knowledge transfer.

The results presented in this paper can help managers working in cross-cultural environments to understand the key influencing factors that affect knowledge transfer in the workplace. By understanding these factors, managers can more effectively implement methods and procedures that improve cross-cultural knowledge transfer in the work environment.

This paper provides a detailed insight into the influencing factors found between two distinctive cultural contexts and offers a fresh analysis of influencing factors with regard to knowledge transfer in a cross-cultural environment.

Although knowledge transfer in the context of projects and project-based organizations (PBOs) has gained increasing attention from academia and industry, it is not clear how knowledge transfers from projects to their parent PBOs. This research aims to explore the main factors influencing knowledge transfer from projects to their parent PBOs, and analyze how these factors integrate the transfer process as system components using the system dynamics (SD) method.

Based on the literature review, investigation and interview, this paper adopts the event analysis to obtain the influencing factors from historical cases and establishes a conceptual model of knowledge transfer from five dimensions, which simultaneously considers the knowledge sender, knowledge receiver and the relationship between the knowledge sender and receiver, knowledge features and transfer context. Then, the relationships between variables in the qualitative model were clarified, and a quantitative model including seven feedback loops was established using the SD model. Lastly, the system simulation and sensitivity analysis of the main parameters were realized in Vensim PLE software.

The simulation analysis results show that the model can simulate the knowledge transfer process from projects to the PBO to a certain extent. This research fully demonstrates the impact of variables from five dimensions on knowledge transfer and incorporates the knowledge gap and transfer threshold in the research category. Moreover, the rationality of seven feedback loops proposed in the model was verified. And the effects of various factors on the amount of knowledge transferred and the PBO's knowledge stock were examined through sensitivity analysis. Furthermore, recommendations for developing an integrated knowledge transfer mechanism of PBOs and projects to enhance transfer effect are offered.

This research provides other researchers with a systematic understanding of transfer process from projects to PBOs, and insight for further research on knowledge transfer in project and organization contexts. Furthermore, this study guides researchers to focus on the causal processes that constitute knowledge transfer and explores the expected and unexpected phenomena generated over time. However, some variables involved in the transfer process are simplified, and the establishment of a more complex dynamic model needs further research and discussion.

By establishing a simulation model for knowledge transfer from projects to their parent PBOs, this study helps project teams and PBOs grasp the overall picture of the transfer process. Especially, this paper provides target-oriented recommendations for project and PBO managers to implement effective knowledge transfer practices, which have certain practical values for knowledge cultivation, coordination, reuse and innovation in the organization.

This study contributes to knowledge management and project management literature by simulating the knowledge transfer process from projects to their parent PBOs. Additionally, this paper provides a reference for PBO and project managers to establish an integrated knowledge-transfer mechanism in the work process and comprehensively implement effective knowledge transfer practices.

The purpose of this paper is to assess the relative importance of intrinsic and extrinsic rewards as determinants of affective commitment and the influence of employees’ affective commitment on knowledge transfer in the context of a Spanish social firm.

Using data from a sample of 227 employees working for a Spanish social firm, this study employs the partial least squares approach to test the research hypotheses.

The research findings show that contrary to the findings of prior empirical studies, reward systems do not influence knowledge transfer in a direct way. Rather, reward systems act indirectly through the development of affective commitment, which is required to increase employees’ loyalty, reduce their turnover levels and improve their willingness to transfer their knowledge.

This research focuses on a Spanish social firm, and recommendations to other organizations should, therefore, be made with caution. However, this study provides interesting empirical insights, linking rewards systems and knowledge transfer by means of affective commitment in the context of a social firm.

Besides the importance of promoting knowledge transfer through the creation of a suitable climate in the organization, the authors recommend that managers cultivate employees’ affective commitment by means of reward systems, especially intrinsic rewards. Employees with increased affective commitment are more prone to transfer the knowledge that they possess, and consequently, the potential loss of tacit knowledge for the organization is reduced if these employees leave the organization. Also, the authors suggest that managers make an effort to create a balanced reward system, so that extrinsic and intrinsic rewards can act as complementary processes to develop a high level of affective commitment among employees.

Few empirical studies have analyzed the influence of affective commitment on knowledge transfer, especially in the context of a social firm, even though this type of firms play and increasingly important economic and social role in society.

The study explores inpatriation and the role of performance management (PM) upon knowledge transfer through the theoretical lenses of leader–member exchange (LMX) and social embeddedness theories.

The study adopts a qualitative approach and focuses on inpatriate managers at the headquarters of three large UK healthcare multinational corporations (MNC). The authors were able to collect and analyze 24 interviews, with a focus on our key variables. The authors also conducted interviews with human resource (HR) personnel responsible for global mobility.

The findings suggest that the inpatriate managers’ willingness to transfer knowledge is contingent on their LMX with their supervisor and embeddedness within the firm. The authors found that good PM is the facilitator.

The critical contribution of the paper is exposing apparent weaknesses in current inpatriate PM practices in contributing to the MNCs' global knowledge flows, and ultimately, firm performance. This study's findings add to the awareness of how MNC knowledge flows transpire and emphasize the importance of rigorous PM practices for MNC knowledge transfer.