How Mentorship Improves Reverse Transfer of Tacit Knowledge in Chinese Multinational Companies (MNCs)

Knowledge transfer has long been a major focus of research in the literature on MNCs in developed countries. However, reverse knowledge transfer in MNCs in developing countries (e.g., China) has received limited attention. By integrating mentorship, social capital and international adjustment theories, this study develop a theoretical model to demonstrate when and how mentoring improves reverse transfer of tacit knowledge in Chinese MNCs. In particular, we propose that (1) mentoring functions (i.e., vocational support, psychological support and role modelling) should have positive effects on three dimensions of social capital (i.e., ties strength; trust; shared language and vision), which in turn, should improve reverse transfer of tacit knowledge from foreign mentors to Chinese mentees. (2) International adjustment of mentors (i.e., work adjustment, interaction adjustment and general adjustment) is expected to moderate the relationships of mentoring with ties strength, trust, shared language and vision. This is a research-in-progress paper and a survey should be conducted to test the theoretical model. This research should provide theoretical and practical implications.