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) have received limited attention. By integrating mentorship , social capital and international adjustment theories, this study developed a theoretical framework 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 modeling) have positive effects on three dimensions of social capital (i.e., tie strength; trust; shared language and vision), which in turn, improve reverse transfer of tacit knowledge between mentors and mentees. (2) International adjustment of mentors (i.e., work adjustment, interaction adjustment and general adjustment) moderates the relationships of mentoring with tie strength, trust, shared language and vision . A survey should be conducted to test the theoretical model. This research should provide theoretical and practical implications for mentoring and knowledge management of MNCs scholars and practitioners.