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This article discusses how Chinese multinational enterprises internationalize in an era of increasingly fractured globalization. It introduces new perspectives that identify and describe four strategic pathways these multinationals employ while acquiring strategic assets and building and leveraging capabilities to increase value from their international presence. The pathways-bouncing up, down, sideways, and back-depend on the multinationals' strategies and the evolution of their internationalization. The pathways are distinct yet intertwined and influenced by powerful non-market forces, including geopolitical tensions (U.S.-China rivalry in particular) and Chinese domestic regulatory intervention. These dynamics manifest themselves in globalization, de-globalization, and re-globalization shifts.

Examines knowledge sharing in business environments and cultures that are hostile to knowledge sharing, focusing on knowledge sharing as it relates to individual behavior. Looks at knowledge hoarding, apprehension about failures, and the Not-Invented-Here syndrome, drawing on the examples of six Russian companies, including three with western ownership. In knowledge-sharing hostile environments, it is inadequate to apply traditional means for managing knowledge-sharing processes. Instead of encouraging, stimulating, and aligning incentives, managers need initially to force knowledge sharing to transform their organizations into knowledge-embracing cultures. Outlines concrete guidelines for overcoming the barriers to knowledge sharing.