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Boundary spanners, HRM practices, and reverse knowledge transfer: the case of Chinese cross-border acquisitions

Liu, Y. and Meyer, K. E. (2018) Boundary spanners, HRM practices, and reverse knowledge transfer: the case of Chinese cross-border acquisitions. Journal of World Business. ISSN 1090-9516 (In Press)

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To link to this item DOI: 10.1016/j.jwb.2018.07.007

Abstract/Summary

This paper investigates the role of boundary spanners in reverse knowledge transfer in EMNEs’ cross-border acquisitions. Applying a micro-foundational approach and building on boundary spanning as theoretical perspective, we conducted case studies of acquisitions by Chinese companies in Germany and the UK. We find reverse knowledge transfer is a collective endeavour that relies on both the ability and motivation of individual boundary spanners as well as team-based international collaborations. We propose a conceptual framework of reverse knowledge transfer with two mechanisms—enabling and materializing. Their successful implementation depends not only on the personal characteristics of boundary spanners, but on supportive HRM practices.

Item Type:Article
Refereed:Yes
Divisions:Henley Business School > Leadership, Organisations and Behaviour
ID Code:79414
Publisher:Elsevier

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