Volume 17, 2022 Accepting Editor Christine Nya-Ling TAN │ Received: March 21, 2022│ Revised: May 14, May 19, 2022 │ Accepted: May 20, 2022. Cite as: Kumar, S., Aslam, A., & Aslam, A. (2022). The effect of perceived support on repatriate knowledge transfer in MNCs: The mediating role of repatriate adjustment. Interdisciplinary Journal of Information, Knowledge, and Management, 17, 215-234. https://doi.org/10.28945/4979 (CC BY-NC 4.0) This article is licensed to you under a Creative Commons Attribution-NonCommercial 4.0 International License. When you copy and redistribute this paper in full or in part, you need to provide proper attribution to it to ensure that others can later locate this work (and to ensure that others do not accuse you of plagiarism). You may (and we encour- age you to) adapt, remix, transform, and build upon the material for any non-commercial purposes. This license does not permit you to use this material for commercial purposes. THE EFFECT OF PERCEIVED SUPPORT ON REPATRIATE KNOWLEDGE TRANSFER IN MNCS: THE MEDIATING ROLE OF REPATRIATE ADJUSTMENT Sunayana Kumar Jamia Millia Islamia, New Delhi, India sunayana@jmi.ac.in Anam Aslam* Jamia Millia Islamia, New Delhi, India anamaslam20@gmail.com Aamir Aslam Aligarh Muslim University, Aligarh, India aamiraslamr@gmail.com *Corresponding author ABSTRACT Aim/Purpose The present study examines the effect of perceived organisational and co- worker support on the adjustment of repatriates and its impact on their inten- tion to transfer knowledge in multinational companies (MNCs). It also exam- ines the relationship between perceived organisational support, co-worker sup- port, and knowledge transfer through the mediating role of repatriate adjust- ment. Background The ability of acquiring and utilising international knowledge is one of the core competitive advantages of MNCs. This knowledge is transferred by MNCs across their subsidiaries efficiently through repatriates, which will result in supe- rior performance when compared to their local competitors. But in MNCs the expatriation process has been given more emphasis than the repatriation pro- cess; therefore, there is limited knowledge about repatriation knowledge trans- fer. Practically, the knowledge transferred by repatriates is not managed properly by the MNCs. Methodology The proposed model was supported by Uncertainty Reduction Theory, Organi- sational Socialisation Theory, Organisational Support Theor y , and Socialisation Resource Theory. The data were gathered from 246 repatriates working in In- dian MNCs in the manufacturing and information technology sectors who had been on an international assignment for at least one year. The data obtained