Feasibility, Recipient Ownership and Knowledge Transfer Strategy: A Case of Chinese MNCs in Africa

Huaichuan Rui, Miao Zhang

Research output: Chapter in Book/Report/Conference proceedingConference contribution

Abstract

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.
Original languageEnglish
Title of host publicationProceedings of the 57th Annual Meeting of the Academy of International Business
Subtitle of host publication"Global Networks: Organizations and People" Bengaluru, India June 27-30, 2015
EditorsRam Mudambi, Tunga Kiyak
Publisher2015 Academy of International Business
Pages109
Number of pages1
Publication statusPublished - 2015
EventThe 57th Annual Meeting of the Academy of International Business "Global Networks: Organizations and People" - Bengaluru, India June 27-30, 2015, India
Duration: 27 Jun 201530 Jun 2015

Conference

ConferenceThe 57th Annual Meeting of the Academy of International Business "Global Networks: Organizations and People"
Country/TerritoryIndia
CityBengaluru, India June 27-30, 2015
Period27/06/1530/06/15

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