The knowledge management of emerging market multinational corporations (EMNCs) has gained little scrutiny in the field of international business research. This paper examines EMNCs’ knowledge transfer by using the example of Chinese MNCs (CMNCs) in Africa. We discovered that CMNCs were transferring feasible knowledge to Africa. Such knowledge was practical but not necessarily superior, indicating the importance of recipient initiatives to satisfy local demand. It was affordable but not necessarily sustainable, causing local scrutiny and requiring supervision. It was fresh but might have not been theorized, indicating the necessity of human interaction between the transferor and transferee. “A feasible knowledge transfer through recipient ownership model” is proposed for EMNCs. In this paper, we advance research on MNC’s knowledge transfer by considering a situation where the knowledge MNCs possess is less superior but more feasible for the recipients.