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| Developer-leading Mode | SMEs Cluster Mode | Community-leading mode |
| Typical Case | Likeng Village - Yuntianhai Resorts | Banling village- Feng Jiang Food Corridor | Dongsheng village- Spontaneous oceanic tour |
| Foreign/Local Workers Distribution | Foreign: developer and their technical and managerial backbone staff. Local: front-line customer service and logistics personnel | Foreign: SMEs investors, managers, technicians and salesmen. Local: cooperative investors, customer service and logistics personnel, chefs and suppliers | Foreign: travel agency representatives, tour guides, and olunteers Local: boat drivers |
| Working Relationship | Business Colleagues or Subordinates | Investment partners, subordinates and supplier partners | Cooperators, host-guest and helper-helped |
| Initial Barriers to Knowledge Transfer | Labor division, payment and cultural distance, incompatible incentive mechanism and low-level training | Lack of training plans in enterprises, lack of guidance requirements for foreigners, and limited learning enthusiasm for poor people | Unstable cooperative relationship, irrational labor division and low frequency of volunteer training |
| Government interference approaches | Support policies, incentive to training for local staffs and rewardsto migrant workers | Supporti policies and entrepreneurial support for local employees and rewards to outstanding corporates | Public welfare training and business support |
| Guiding motivations of migrant workers | Professional reputation, social capital, corporate positions and physical incentives | Social capital, corporate power and physical incentives | Stabilizing cooperation, improving project service quality and altruistic work |
| Learning purposes of impoverished population | Stable income, Position power, Self-employment | Stable income, Contracted operating, Self-employment | Social capital, Marketing capabilities, Increasing income |
| The main approaches of knowledge transfer | Corporate training, Mentoring, Demonstration, Daily communication | Corporate training, Mentoring, Initiative consultancy, daily communication | Public welfare training, Business guidance, Live demonstration |
| Main Contents of Knowledge Transfer | Tourists’ behaviors, corporate culture and process norm, service operation knowledge and mid-level management knowledge and skills | Tourists’ behaviors, SMEs operation knowledge, operation and management of basic business and simple product planning and promotion | Tourists’ behaviors, simple product planning, customer service and marketing knowledge and skills |
| Knowledge Transfer Coordination Mechanism | The formalization of business coordination mechanism | The formalization of business coordination mechanism, local elites informal coordination mechanism | The formalization of the village committee coordination mechanism |
| Knowledge Transfer Duration and Frequency | Close, frequent and time-consuming | Close, frequent and time-consuming | Weak ties, low frequency, and small cost of time |
| Knowledge Transfer Upgrading | Adaptive imitation learning - trial and error learning - autonomous learning | Adaptive imitation learning - trial and error learning - Autonomous learning | Adaptive imitation learning trial and error learning |
| Efficiency of Knowledge Transfer | Systematic and planned, fixed content and low level | Moderate, flexible and comprehensive content and involved both high and low level | Non-systematic, unitary content and low level |