Transferring knowledge can beespecially difficult when the source and recipient do not share common beliefs, assumptionsand cultural perceptions. Therefore, it is important to examine how individual employee’sperceptions of trust, openness and their national culture influence the effectiveness ofknowledge transfer from the HQ to the employees in the subsidiary. The results of this studyshow that individual’s trust of the HQ and their openness to diversity are key factorsinfluencing local employees’ ability to learn and obtain knowledge from foreign HQ. Theextent to which there is alignment between the HQ culture and the individual’s cultural values,