近年来中国企业频繁通过海外技术并购建成跨国企业（MNCs），希望从海外子公司"逆向转移知识"到中国母公司，构建核心优势；但国家文化差异使隐性知识逆向转移成功率很低。现有MNCs知识管理文献尚未探索出适合"发展中国家MNCs"，针对"隐性知识"的"逆向"转移机制；本项目结合中国特色，针对隐性知识特点，借用组织行为学领域的师徒制视角，采用理论建模、访谈、问卷、统计分析等方法，搭建"中国MNCs基于导师网络的隐性知识逆向转移机制"包括①导师网络形成的前提 ②导师网络的作用，解释中国MNCs"如何"修正中国文化激发来自海外子公司的外籍员工产生指导意愿，促进导师网络形成；以及导师网络"何时"通过"什么"过程促进隐性知识逆向转移。理论上，本课题突破传统知识理论禁锢，首次借鉴组织行为学师徒视角系统解决知识管理领域的隐性知识转移难题，有重大贡献。实践上，为中国MNCs设计隐性知识逆向转移机制提供系统对策。

In recent years, a great number of Chinese multinational corporations (MNCs) were established through overseas M & A transactions, as Chinese parent companies hope to reverse transfer knowledge from foreign subsidiaries for developing their core competitive advantageous. However, national cultural conflict cause that tacit knowledge can not be successfully reverse transferred. As tacit knowledge is critical to developing competitive advantageous of enterprises, it is necessary to explore how to facilitate reverse tacit knowledge transfer in Chinese MNCs. The extant MNCs knowledge management literature does not explore how to improve the "reverse transfer" of "tacit knowledge" in "MNCs of developing countries". By analyzing the characteristics of Chinese MNCs and tacitness of knowledge, this project tends to adopt mentorship theory from organizational behavior field to develop a theoretical framework of "the Effect of Developmental Network on Reverse Tacit Knowledge Transfer in Chinese Multinational Corporations", which explains ①the precondition of building up developmental networks (mentors networks)-how to elicit mentor motivation; ② the effects of developmental networks on reverse tacit knowledge transfer. The results indicate that first, how to improve Chinese indigenous culture so as to motivate employees with different cultures from foreign subsidiaries have mentor motivation (knowledge transfer motivation). Only foreign employees with mentor motivation could be mentors in developmental networks. Second, when and how developmental networks improve reverse tacit knowledge transfer in Chinese MNCs. This project contributes to the extant knowledge management literature by adopting a theoretical perspective from organizational behavior to explain the issues of knowledge management field, namely how to "reverse" "tacit" knowledge transfer in MNCs of developing countries. Our model provides practical implications for Chinese MNCs about how to promote the estabilishment of developmental networks and how to use it in promoting reverse tacit knowledge transfer.