Boundary spanners,HRM practices,and reverse knowledge transfer: The case of Chinese cross-border acquisitions |
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Affiliation: | 1. School of Management, Zhejiang University, 866 Yuhangtang Road, Hangzhou 310058, PR China;2. School of Economics and Management, Tilburg University, P.O. Box 90153, 5000 LE Tilburg, the Netherlands and University of Antwerp, Faculty of Business and Economics, Prinsstraat 132000 Antwerpen, Belgium |
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Abstract: | 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. |
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Keywords: | Boundary spanner Reverse knowledge transfer Micro-foundation HRM practices Chinese cross-border acquisitions Europe |
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