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- W2783442660 abstract "This paper seeks to study the degree to which organisations use their knowledge following repatriation and to explore whether or not there are any underlying hindrances to knowledge sharing from a people, process and systems perspective. Eleven in-depth interviews undertaken in the UK branch of an American corporate blue chip multinational formed the basis of a single case study. Consistent with current literature, the practical failures in the home-country mentoring scheme appear to hinder repatriate knowledge sharing and transfer. Repatriates' perception of a lack of 'organisational' value attached to their acquired knowledge resulted in their withdrawal from freely sharing that 'know-how'. Findings underscore significant managerial implications for managing repatriate knowledge sharing. In particular, the study challenges academia's desire for operational business managers in MNCs to always think strategically about repatriate knowledge transfer and sharing, given the ever present operational pressures and financial target objectives within the complex global environment." @default.
- W2783442660 created "2018-01-26" @default.
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- W2783442660 date "2016-04-01" @default.
- W2783442660 modified "2023-09-27" @default.
- W2783442660 title "The utilisation of repatriate knowledge by multinational companies: An interview study" @default.
- W2783442660 hasPublicationYear "2016" @default.
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