Adler, P. & Kwon, S. (2002). Social capital: Prospects for a new concept. Academy of Management Review, 27(1), 17–40.

Andresen, M., Bergdolt, F. & Margenfeld, J. (2013). What distinguishes self-initiated expatriates from assigned expatriates and migrants? A literature-based definition and differentiation of terms. In: M. Andresen, A. Al Ariss, M. Walther (eds.). Self-Initiated Expatriation. Individual, Organizational, and National Perspectives (pp. 11–41). New York–London: Routledge.

Argote, L. & Ingram, P. (2000). Knowledge transfer: A basis for competitive advantage in firms. Organizational Behavior and Human Decision Process, 82(1), 150–169.

Bartlett, C. & Ghosal, S. (1989). Managing Across Borders: The Trasnational Solution. Cambridge: Harvard Business School Press. Becker-Ritterspach, F. & Raaijman, T. (2013). Global transfer and Indian management: A historical hybridity perspective. Management International Review, 53, 141–166.

Berthoin, A. (2000). Types of knowledge gained by expatriate managers. Journal of General Management, 26, 32–51.

Birkinshaw, J., Brannen, M. & Tung, R. (2013). From a distance and generalizable to up close and grounded: Reclaiming a place for qualitative methods in international business research. Journal of International Business Studies, 42(5), 573–581.

Bonache, J. & Brewster, C. (2001). Knowledge transfer and the management of expatriation. Thunderbird International Business Review, 43(1), 145–168.

Brenner, B. (2009). Management Control in Central and Eastern European Subsidiaries. London: Palgrave Macmillan.

Bresman, H., Birkinshaw, J. & Nobel, R. (1999). Knowledge transfer in international acquisitions. Journal of International Business Studies, 30(3), 439–462.

Brookfield Global Relocation Trends (2017). Global Mobility Trends Survey. New York. http://www.brookfieldgrs.com (accessed: 12th Oct 2018).

Caligiuri, P. (2000). The big five personality characteristics as predictors of expatriate’s desire to terminate the assignment and supervisor-rated performance. Personnel Psychology, 53(1), 67–88.

Cerdin, J. (2007). Revisiting repatriation concerns: Organizational support versus career and contextual influences. Journal of International Business Studies, 33, 404–429.

Chang, Y., Gong, Y. & Peng, M. (2012). Expatriate knowledge transfer, subsidiary absortive capacity and subsidiary performance. Academy of Management Journal, 55(4), 927.

Choi, S.G. & Johanson, J. (2012). Knowledge translation through expatriates in international knowledge transfer. International Business Review, 21(6), 1148–1157.

Choong, L. & Fang, C. (2010). Factors affecting knowledge transfer and absorptive capacity in multinational corporations. The Journal of International Management Studies, 5(2), 118–126.

Czarniawska, B. (2012). Operational risk, translation, and globalization. Contemporary  Economics, 6, 26–39.

Dearnley, C. (2005). A reflection on the use of semi-structured interviews. Nurse Researcher, 13(1), 19–28.

Delios, A. & Bjorkman, I. (2000). Expatriate staffing in foreign subsidiaries of Japanese multinational corporations in the PRC and the United States. International Journal of Human Resource Management, 11, 278–299.

Delloitte (2012). Strategic Moves. The Global Mobility Island. www.delloite.co.uk (accessed: 14th Sept 2018).

Doz, Y. & Santos, J. (1997). On the management of knowledge: From the transparency of collocation and co-setting to the quandary of dispersion and differentiation. INSEAD, 1, 254–278.

Doz, Y.L., Santos, J. & Wiliamson, P. (2001). From Global to Metanational. Boston: Harvard Business School Press.

Duan, Y., Nie, W. & Coakes, E. (2010). Identyfying key factors affecting transnational knowledge transfer. Information and Management, 47, 356–365.

Edstörm, A. & Galbright, J.R. (1977). Transfer of managers as a coordination and control strategy in multinational organizations. Administrative Science Quarterly, 22(2), 248–263.

Eisenberg, J., Pieczonka, A. & Eisenring, M. (2009). Evaluating the Effectiveness of Expatriate Managers Leadership Style in Poland [paper presented at the 8th Annual IACCM Conference, Vienna].

Foss, N.J., Husted, K. & Michailova, S. (2010). Governing knowledge sharing in organizations: Levels of analysis, governance mechanisms, and research directions. Journal of Management Studies, 47(3), 455–482.

Glaser, B.G. & Strauss, A.L. (1999). The Discovery of Grounded Theory: Strategies for Qualitative Research. Hawthorne: Aldine De Gruyter.

Grant, R.M. (1996). Toward a knowledge based theory of the firm. Strategic Management Journal, 17, 109–122.

Hahn, C. (2008). Doing Qualitative Research Using Your Computer: A Practical Guide. London: Sage Publications.

Harvey, M., Reiche, B.S. & Moeller, M. (2011). Developing effective global relationships through staffing with inpatriate managers: The role of interpersonal trust. Journal of International Management, 17(2), 150–161.

Harzing, A.W. (2001). Of bears, bumble-bee and spiders: The role of expatriates in controlling foreign subsidiaries. Journal of World Business, 36.

Hocking, J.B., Brown, M. & Harzing, A.W. (2007). Balancing global and local  strategic contexts: Expatriate knowledge transfer, applications and learning within a transnational organizations. Human Resource Management, 46(4), 514.

Hohenthal, J., Johanson, J. & Johanson, M. (2014). Network knowledge and business-relationship value in the foreign market. International Business  Review, 23(1), 4–19.

Ismail, M. (2015). Conceptualizing knowledge transfer between expatriates and host country nationals: The mediating effect of social capital. Cogent Business & Management, 2.

Jensen, M. & Heckling, W. (1995). Specific and general knowledge and organizational structure. Journal of Applied Corporate Finance, 8(2), 4–18.

Kabir, N. (2012). Effects of advances in technology on tacit knowledge transferability. In: Proceedings of the International Conference on Intellectual Capital, Knowledge Management & Organizational Learning (pp. 113–119). Paris: ICICKM.

Keller, R. (2014). Is team based tacit knowledge transferable? Players as strategic resources. Journal of Management Policy and Practice, 15(4), 40–50.

Kogut, B. & Zander, U. (1993). Knowledge of the firm and the evolutionary theory of the multinational corporation. Journal of International Business Studies, 24(4), 625–645.

Kostova, K. & Roth, T.K. (2003). Social capital in multinational corporations and a micro-macro model of its formation. Academy of Management Review, 28, 297–317.

Kühlmann, T. & Hutchings, K. (2010). Expatriate assignments vs. localization of management in China: Staffing choices of Australian and German companies. Career Development International, 15(1), 20–38.

Lahti, R. & Beyerlein, M. (2000). Knowledge transfer and management consulting: A look at the firm. Business Horizons, 1(2), 65.

Lazarova, M. & Caligiuri, P. (2001). Retaining repatriates: The role of organizational support practices. Journal of World Business, 36(4), 389–401.

Li, S. & Scullion, H. (2010). Developing the local competence of expatriate managers for emerging markets: A knowledge-based approach. Journal of World Business, 45(2), 190–196.

Lyles, M.A. & Salk, J.E. (1996). Knowledge acquisition from foreign parent in  international joint ventures: An empirical examination in the Hungarian context. Journal of International Business Studies, 27(5), 877–903.

Makela, K. & Brewster, C. (2009). Interunit interaction contexts, interpersonal social capital and thee differing levels of knowledge sharing. Human Resource Management, 48(4), 432–445.

Makela, K. & Suutari, V. (2009). Global careers: A social capital paradox. International Journal of Human Resource Management, 20(5), 992–1008.

Marshall, M.N. (1996). The key informant technique. Family Practice, 13(1), 92–97.

Maxwell, J.A. (2005). Qualitative Research Design: An Interactive Approach. Thousand Oaks: Sage Publications.

Meyer, D.Z. & Avery, L.M. (2008). Excel as a qualitative data analysis tool. Field Methods, 21(1), 91–112.

Minbaeva, D., Pedersen, T., Bjorkman, I., Fey, C. & Park, H. (2003). MNC knowledge transfer subsidiary absorptive capacity and HRM. Journal of International Business Studies, 34(6), 586–599.

Nery-Kjerfve, T. (2012). Repatriation of expatriate employees, knowledge transfer, and organizational learning: What do we know? European Journal of  Training and Development, 36(6), 614–629.

Nonaka, I. & Takeuchi, H. (1995). The Knowledge Creating Company: How Japanese Companies Create the Dynamic of Innovation. New York: Oxford University Press.

Park, K. & Mense-Petermann, U. (2014). Managing across borders: Global integration and knowledge exchange in MNCs. Competition and Change, 18(3), 265–279.

Patriotta, G. & Castellano, A. (2013). Coordinating knowledge transfer: Global managers as higher-level intermediaries. Journal of World Business, 48, 641–653.

Pattie, M. & White, M. (2010). The homecoming: The review of support practices for repatriates. Career Development International, 15(4), 121–134.

Przytula, S., Rozkwitalska, M., Chmielecki, M., Sulkowski, L. & Basinska, B. (2014). Cross-cultural interactions between expatriates and local managers in the light of positive organizational scholarship-practice from Poland. Social Sciences (Socialiniai Mokslai), 4(86), 14–24.

Purgał-Popiela J. (2013). Dimensions of foreign subsidiary’s absorptive capacity in the context of knowledge transfer through expatriation. Education of Economists and Managers, 29, 127–142.

Purgał-Popiela, J. (2017). Transfer wiedzy w warunkach ekspatriacji. Warszawa: PWE.

Raab, K., Ambos, B. & Tallman, S. (2014). Strong or invisible hands? Managerial involvement in the knowledge sharing process of globally dispersed knowledge groups. Journal of World Business, 49(1), 32–41.

Reiche, S. (2014). Knowledge benefits of social capital upon repatriation: A longitudinal study of international assignees. Journal of International Business Studies, 45, 1052–1077.

Rozkwitalska, M., Chmielecki, M., Przytula, S., Sulkowski, L. & Basinska, B.A. (2017). Intercultural interactions in multinational subsidiaries: Employee accounts of “the dark side” and “the bright side” of intercultural contacts. Baltic Journal of Management, 12(2), 214–239.

Sanchez, J., Spector, P. & Cooper, C. (2000). Adapting to a boundaryless world: A developmental expatriate model. Academy of Management Executive, 14(2), 96–106.

Sánchez Bengoa, D., Ruediger Kaufmann, H. & Vrontis, D. (2012). A new organisational memory for cross-cultural knowledge management. Cross Cultural Management: An International Journal, 19(3), 336–351.

Sparrow, P., Brewster, C. & Harris, H. (2004). Globalizing HRM. London: Routledge. Stahl, G.K., Maznevski, M.L., Voigt, A. & Jonsen, K. (2009). Unraveling the effects of cultural diversity in teams: A meta-analysis of research on multicultural work groups. Journal of International Business Studies, 41(4), 690–709.

Stephan, M., Brown, M. & Erickson, R. (2017). Talent Acquisition: Enter the Cognitive  Recruiter. Global Human Capital Trends. New York: Sage.

Stroh, L.K., Gregersen, H.B. & Black, J.S. (2000). Triumphs and tragedies: Expectations  and commitments upon repatriation. International Journal of HRM, 11(4), 681–697.

Szkudlarek, B. (2010). Coming Home-understanding the Corporate Re-entry of International Employee’s (1st Quarter). Rotterdam: RSM University.

Szulanski, G. (2000). The process of knowledge transfer: A diachronic analysis of stickiness. Organizational Behavior and Human Decision Process, 82(1), 9–27.

Tsang, E.W. (1999). The knowledge transfer and learning aspects of international HRM: An empirical study of singapore MNCs. International Business Review, 8(5–6), 591–609.

Villinger, R. (1996). Post-acqusition managerial learning in central and east Europe. Organisation Studies, 17(2), 181–206.

Wang, P., Tong, T.W. & Koh, C.P. (2004). An integrated model of knowledge transfer from MNC parent to China subsidiary. Journal of World Business, 39(2), 168–182.