Job rotation in general management receives little attention in knowledge management - unjustly, as this book demonstrates. What impact does job rotation of executives between different regional locations have on the flow of knowledge in large companies? To find answers to this question, the author first conducts a theoretical analysis of the topics of job rotation and knowledge management. He then subjects the formulated hypotheses to an initial empirical examination in a case study within a large international company. The work provides clear indications that job rotation of executives affects the flow of knowledge: rotating executives gather knowledge and pass it on; they promote the development and expansion of the informal networks that are crucial for knowledge flow; they influence the corporate culture.