本研究透過對台灣大型集團企業的深度訪談，探究集團內地主國知識在集團成員間是如何移轉。本研究發現，在同一地主國中，集團企業採用三種路徑移轉地主國知識：(1)透過集團總部(HQs)移轉；(2)子公司間移轉；(3)透過集團海外總部(OHQs)移轉。由於集團海外總部可促使集團內部跨越地理與技術距離，將地主國知識迅速且有效地移轉至需要的集團成員，因此，在特定地主國設立集團海外總部後，地主國的知識移轉將由集團海外總部取代集團企業總部。集團企業總部透過其與集團海外成員間稽核性連結及其對集團海外總部的正式控制（包含所有權控制及組織層級控制），可有效管理集團海外總部。對有意善用特定地主國知識以加速在地主國成長的集團企業而言，本研究發現可供設計知識移轉機制之參考。

This paper investigates how host country-specific knowledge is transferred among the members in a business group through examining a large business group in Taiwan. We find that, in a host country, host country-specific knowledge is transferred through three routes: a headquarters transferring to subsidiaries; one subsidiary transferring to other subsidiaries; and an overseas headquarters transferring to other subsidiaries. Because an overseas headquarters can overcome the barriers in geography and technology to transfer host country-specific knowledge to other subsidiaries in a more efficient way, it may replace the role of a headquarters in knowledge transfer. To ensure an overseas headquarters functioning well, a headquarters can adopt auditing connection and formal control mechanisms, including ownership and hierarchy controls. Our research findings should be helpful to those business groups in designing management mechanisms to accelerate their expansion in a host country by exploiting their host country-specific knowledge.