Abstract
This chapter uses the theoretical framework of strategic alliance learning (Siminon, 2004) and evaluates the complex process of international knowledge transfer and management between Kodak (USA) and the Industry Technology Research Institute (ITRI) of Taiwan. By analyzing the historical events and internal organizational routines and mechanisms of ITRI, it is found that successful international knowledge management of technology transfer is determined by several strategic learning variables such as learning intent, learning capacity, knowledge complementarities, and strategic management of tacit knowledge, apart from organizational size, structure and culture. Selection of key staff with language and cultural competencies is imperative in managing the success of international knowledge and technology transfer. In addition, top management commitment with low knowledge protectiveness from the teaching partner (Kodak) is also regarded as critical to facilitate the effective learning by the receiving partner (ITRI). Implications to international human resource management policies and practices are discussed.