ABSTRACT
This chapter addresses the issue of knowledge creation and development and also explores the transfer of knowledge. It explores the relationship between knowledge creation and the development of a knowledge capability necessary for effective global leadership. Tacit knowledge describes information that is embedded in people's experiences and that is difficult to communicate to others. Tacit knowledge has two variants that are relevant to acquiring knowledge critical for global leadership. First, one type of tacit knowledge is reflected in deeply held beliefs, paradigms, schemata, or mental models. A second type is technical and consists of skills, techniques, and know-how that are context-specific. Personal experience is the essential element in knowledge creation and the basis for all tacit knowledge. Each phase of knowledge creation draws on the current or past experience of individuals. International assignments associated with global leadership development possess unique properties when viewed through the lens of knowledge-creation.
