Subsidiary power, cultural intelligence and interpersonal knowledge transfer between subsidiaries within the multinational enterprise

We propose that individual-level knowledge transfer between subsidiaries within a multinational enterprise depends on the perceived relative power of subsidiary and cultural intelligence individuals. Using sample 333 research development (R&D) employees foreign Multinational Enterprises (MNEs) in India, we find has direct positive significant effect sharing, an indirect effect, through organizational identification, seeking. Further, moderates identification seeking, it. The findings highlight role explaining impact interpersonal MNE.