Knowledge Exchange and Intercultural Learning through Inpatriation

Martine Cardel Gertsen and Anne-Marie Søderberg

Chapter 6 in Global Collaboration: Intercultural Experiences and Learning, 2012, pp 93-106 from Palgrave Macmillan

Abstract: Abstract The quote above is from an interview with a Chinese inpatriate posted at the Danish headquarters of the multinational company (MNC) Techbi.1 In spite of the fact that the company’s top management has identified China as a crucial growth region, his words illustrate that in his experience, his particular knowledge and perspective are not exploited fully. By drawing more on the backgrounds and qualifications of inpatriates, the MNC may find it easier to exchange knowledge and strike the right balance between global integration and local adaptation, not least at the cultural level (see Gertsen & Søderberg, 2012).

Keywords: Human Resource Management; Power Distance; Corporate Culture; Boundary Spanner; Chinese Employee (search for similar items in EconPapers)
Date: 2012
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-02606-4_6

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DOI: 10.1057/9781137026064_6

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