This article extends the research on knowledge transfer by emerging-economy multinationals ( EEMs )
by exploring the determinants of successful reverse knowledge transfer ( RKT ) in Chinese enterprises
operating in the United States. Building upon organizational evolution and learning literature, we pro-
pose a model linking strategic asset-seeking motivations, headquarters ( HQ ) control, and subsidiary
age to RKT . The model is empirically tested in the context of Chinese enterprises in the United States
and further justifi ed by four cases of Chinese multinationals. Our exploratory study provides initial evi-
dence that strategic asset-seeking motivations and HQcontrol are signifi cantly and positively related
to RKT . Furthermore, our empirical evidence indicates a negative relationship between subsidiary age
and RKT . We discuss the implications for theory development and practice for managing and organiz-
ing EEMsand their subsidiaries and suggest avenues for future research on this emerging phenom-
enon.© 2016 Wiley Periodicals, Inc.
By
Zeyu Peng
Cindy Qin
Roger Rongxin Chen
Mark V. Cannice
Xiaohua Yang