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Managing multiple knowledge transfers between headquarters and subsidiaries, among subsidiaries, and also within each of these units is crucial for multinational corporations’ (MNCs) survival. Therefore, this article aims to uncover the main factors influencing internal knowledge transfers in MNCs—including intra-unit knowledge transfers and transfers between units, namely, conventional, horizontal, and reverse knowledge transfers. To achieve this goal, a systematic literature review (SLR) was conducted to synthesize the content of 85 articles. From a set of 1439 papers, only 85 related to knowledge transfer and knowledge sharing were considered. Based on an inductive thematic approach, eight different research categories and 97 topics were identified. Four different internal knowledge transfers (intra knowledge transfer (IKT), horizontal knowledge transfer (HKT), conventional knowledge transfer (CKT), and reverse knowledge transfer (RKT)) are compared across eight thematic categories and 97 topics. According to the results obtained, the depth of the topics analyzed varies, as does the variety of categories, with RKT being more deeply analyzed than IKT. There is a clear dominance of vertical knowledge transfer (CKT + RHT) over HKT. The exercise of power (e.g., size, knowledge base) still dominates CKT and RKT in most of the studies analyzed, which are traditionally affected by the characteristics of MNCs, HQs and subsidiaries. The debate on HKT is affected by the classical perspectives of power-based relations (e.g., expatriates, size, knowledge base) among subsidiaries. Although important, intra-unit knowledge transfer is greatly influenced by characteristics.

Multinational organizations are global knowledge transfer systems where multiple knowledge flows happen simultaneously between HQ, local clusters, and subsidiaries. HQs are irreplaceable sources of knowledge for the subsidiaries, since they possess valuable intangible assets and capabilities, used in the local markets. On the other hand, the local knowledge transferred from the subsidiaries to the HQs benefits the multinational's productivity and local performance, improving the formulation of global strategies, facilitating the access to external resources and supporting on R&D and NPD activities. The goal of this chapter is to deepen the literature on reverse knowledge transfers in which knowledge flows from the subsidiary to the HQ. This chapter seeks to explore the key success factors that influence reverse knowledge transfers within multinationals. It categorizes knowledge transfers within three groups: subsidiary's characteristics, knowledge characteristics and relationship between HQ and subsidiary. The chapter also aims to explain the outcomes of these knowledge flows.