Determinants of the success of international assignees as knowledge transferors: a theoretical framework

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dc.contributor.authorBonache, Jaime
dc.contributor.authorZarraga-Oberty, Celia
dc.date.accessioned2010-04-07T10:04:55Z
dc.date.available2010-04-07T10:04:55Z
dc.date.issued2008-01
dc.description.abstractDrawing on previous work in the knowledge management literature, this article develops a conceptual framework to analyse the cause and effects of international assignments as a knowledge transfer mechanism. In examining the characteristics of knowledge transferred within multinational companies (MNCs) the use of international assignees is explained and justified. The article also identifies the factors influencing the success of international assignees as knowledge transferors. It is argued that, in addition to the specific characteristics of the knowledge involved, transfer success will be affected by three sets of human-related factors: abilities and motivation of international staff; abilities and motivation of local employees; and the relationship between local and international staff. The article concludes by discussing some management initiatives helping to trigger the human-related factors.en_UK
dc.identifier.citationJaime Bonache and Celia Zarraga-Oberty, Determinants of the success of international assignees as knowledge transferors: a theoretical framework, The International Journal of Human Resource Management, Volume 19, Issue 1, January 2008, Pages 1-18en_UK
dc.identifier.issn0958-5192
dc.identifier.urihttp://dx.doi.org/10.1080/09585190701763743
dc.identifier.urihttp://hdl.handle.net/1826/4345
dc.language.isoenen_UK
dc.publisherTaylor & Francisen_UK
dc.subjectInternational assignmentsen_UK
dc.subjectKnowledge transferen_UK
dc.subjectExpatriationen_UK
dc.subjectMultinational corporationen_UK
dc.titleDeterminants of the success of international assignees as knowledge transferors: a theoretical frameworken_UK
dc.typeArticleen_UK

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