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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/ authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The aim of this paper is to shed light on how subsidiary willingness to transfer knowledge is influenced by formal control mechanisms from headquarters, and how this affects knowledge transfer performance.Design/methodology/approach -The study highlights and tests the influence of two formal control mechanisms: formal demand to transfer knowledge from headquarters, and performance evaluation system related to knowledge transfer. This is tested by subjecting a dataset of 149 knowledge transfer processes to a two-stage least square regression analysis.Findings -The robust results indicate that formal evaluation systems related to subsidiary knowledge transfer increases subsidiary willingness to transfer, and subsequently knowledge transfer performance, whereas formal demand by headquarters to share knowledge show a negative but not significant impact.Practical implications -The results highlight the strategic importance of eliminating motivational barriers in order to enhance knowledge transfer performance. By using outbound knowledge as a criterion when evaluating the subsidiary, managers can increase transfer performance by fostering subsidiary willingness to perform knowledge transfer.Originality/value -The findings indicate that KM in terms of subsidiary transfer willingness and transfer performance can be fostered and enhanced by the introduction of formal evaluation systems related to knowledge sharing. The results also contribute by revealing that formal control mechanisms differ in their degree of influence in terms of fostering subsidiary transfer willingness and transfer performance.Paper type Research paper T he role of knowledge sharing within multinational corporations (MNCs) has attracted increased research interest over the last decade, and knowledge management (KM) is viewed as a core capability fostering MNCs competitive advantage (Bartlett and

The authors set out to empirically test the degree of Chinese investments in Africa by systematically examining the explanatory value of existing theoretical motivations for foreign direct investment (FDI) for the period of 2003-2009. All else equal, the authors find that African countries enjoy a higher likelihood of Chinese outward FDI than the rest of the world. Moreover, they find that Chinese firms invest in African markets for market-seeking, natural resource-seeking, and strategic asset-seeking motives; hence, the motives for Chinese FDI in Africa seem to match those of Western firms' investments in global markets.

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