The "Hard" and "Soft" Dimension of Knowledge Transfer -Evidence from Chinese Sport Teams with Foreign Coaches

The extant literature on knowledge transfer has traditionally focused on the "hard" dimension, studying either the process creation or the development of practical tools. Drawing from soft power literature, this study proposes that both "hard" and "soft" dimensions exist when knowledge is transferred beyond organizational borders. Evidence from Chinese sport teams shows that organizations often overlook the "soft" power while over-emphasizing the "hard". It further points out that in China where harmony and relationship constitute the core of its value system, the "soft" power is often more important than its "hard" counterpart when knowledge is transferred.