Dr. Ying Guo (Joy) is Lecturer at SHU-UTS SILC Business School and UTS Business School. She received her PhD from the University of South Australia in 2015. Before she joined SILC, she worked as Lecture in HRM and the Program Director of BA HRM program at Xi’an Jiaotong-Liverpool University. Her research interests include expatriate management, global talent management and staffing, social network, and knowledge management. Her research has been published in the journals such as International Business Review and Journal of Knowledge Management.
- Expatriate management
- Talent management
- Social netowrk
- Knowledge transfer
- Human Resouce Management
- International Business
Guo, Y, Jasovska, P, Rammal, HG & Rose, E 2020, 'Global Mobility of Professionals and the Transfer of Tacit Knowledge in Multinational Service Firms', Journal of Knowledge Management, vol. 24, no. 3, pp. 553-567.View/Download from: Publisher's site
The use of expatriates to transfer individual and organizational know-how and knowledge is a practice widely used by multinational enterprises (MNEs). However, for service firms, the mobility of employees across national borders depends on the commitments made by countries under the General Agreement on Trade in Services (GATS). In particular, the Mode 4 form of supply under GATS can limit the ability of professionals to enter a particular country and can restrict the intra-organizational transfer of knowledge in multinational service firms. The purpose of this paper is to investigate how MNEs attempt to overcome these barriers and transfer knowledge through their global network.
Using Nonaka and Takeuchi's SECI model of knowledge transfer, the authors study the intra-organizational knowledge transfer practices of an Indian multinational service firm. Semi-structured interviews were conducted with 20 key informants involved with the organization.
The company uses global teams to transfer tacit knowledge and facilitates inpatriation through an internship program that helps the firm overcome nationality requirement that restricts the movement of their managers to other countries, which in turn limits their ability to transfer knowledge in the intra-organizational setting. The company uses the services of a not-for-profit youth organization that helps recruit interns for the program and also facilitates the relationship with the Indian Government, which provides support for this initiative by reducing barriers to entry for the interns.
This study takes the unique approach of studying barriers to movement of professionals and a firm's strategic response. It identifies the pressures and barriers that companies face in the global economy and highlights the role of government agencies and other stakeholders in facilitating or restricting the transfer of knowledge within a firm's international network. The...
Guo, Y, Rammal, HG, Benson, J, Zhu, Y & Dowling, PJ 2018, 'Interpersonal relations in China: Expatriates' perspective on the development and use of guanxi.', International Business Review, vol. 27, no. 2, pp. 455-464.View/Download from: Publisher's site
The literature on social networks identifies relationship building through guanxi as an effective way for Western organizations to reduce their liability of foreignness in China. Even though it is individuals rather than organizations who build these relationships, the focus in previous literature has been on organizational outcomes, and only a handful of studies have attempted to explain how expatriates perceive guanxi relations are built and maintained. To help address this issue, we conducted in-depth, semi-structured interviews with 36 Western expatriates working in China. Our findings suggest that guanxi is perceived to be an informal process that is used to build trust between individuals, which in turn can reduce the uncertainty around contract enforcement in China. We also find that the process for building guanxi between parties is initiated by the individual whose organization has less market power. Finally, the findings suggest that firms should be cautious if they elect to use agents as intermediaries to help connect to, and build relations with buyers and sellers.
Guo, Y, Rammal, HG & Dowling, PJ 2016, 'Career Capital Development of Self-Initiated Expatriates in China' in Guo, Y, Rammal, HG & Dowling, PJ (eds), Global Talent Management and Staffing in MNEs, Emerald, UK, pp. 81-100.View/Download from: Publisher's site
The purpose of this chapter is to provide an overview of SIEs' career development through international assignment. In particular, the research focus is on career capital acquirement and development of SIEs through their international assignment in China.
We review studies on SIEs and comparative studies between SIEs and OEs. We apply the career capital theory to discuss SIEs' career capital development in terms of knowing-how, knowing-why and knowing-whom through expatriation assignment in China.
This chapter focuses on SIEs' career capital accumulation through international assignments in China, and we develop three propositions that will guide future studies: the knowing-whom career capital development of SIEs through expatriation is increased more in network quantity than network quality in China; the knowing-why career capital development of SIEs through expatriation is influenced by the age and career stage of SIEs; and the knowing-how career capital development of SIEs through expatriation — task-related skills and local engagement skills — is influenced by the SIE's intercultural ability and organization support respectively.
In practice, a better understanding of SIEs' career capital development in terms of knowing-how, knowing-why and knowing-whom help companies make the decision to select the relevant staffing pattern. This study also has practical implications in relation to the design and selection of the training, learning and development activities provided to the employees.
The chapter contributes to the expatriate management literature by focusing on SIEs' career development through their international assignment in China. SIEs' career development is related to their cross-cultural adjustment and has impacts on the completion and success of the expatriation assignment.