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Article
Publication date: 1 March 2002

Swee C. Goh

One of the major challenges an organization faces is to manage its knowledge assets. Increasingly, the use of knowledge is seen as a basis for competitive advantage. This…

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Abstract

One of the major challenges an organization faces is to manage its knowledge assets. Increasingly, the use of knowledge is seen as a basis for competitive advantage. This paper explores the key factors that have been cited as significant influences on the ability to transfer knowledge, an important area of knowledge management. Each of these factors is discussed separately and then integrated into a conceptual framework to explain how effective knowledge transfer can be managed in an organization. A set of managerial implications, or a qualitative assessment approach, is also discussed. It is framed as organizational characteristics and managerial practices required to establish an effective knowledge transfer process in an organization. Conclusions are drawn about the complexity of managing knowledge transfer and the need to take a balanced approach to the process.

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Journal of Knowledge Management, vol. 6 no. 1
Type: Research Article
ISSN: 1367-3270

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Article
Publication date: 1 January 1977

Donald J. Hillman

A distinction is made between information retrieval and knowledge transfer, in terms of which the latter activity assumes a much greater degree of conceptual organization…

Abstract

A distinction is made between information retrieval and knowledge transfer, in terms of which the latter activity assumes a much greater degree of conceptual organization. It is argued that the current generation of on‐line information‐retrieval systems must evolve into so‐called ‘second generation’ systems that will support the more demanding requirements for knowledge instead of information. It appears that the man/machine interactive inquiry systems characteristic of today's on‐line activities can form a good basis for knowledge transfer, and an approach is described in which the LEADERMART information system is used as the platform for a knowledgetransfer system. A model is described for the on‐line management and transfer of problem‐solving knowledge. Several ways in which information flow can be converted to knowledgetransfer activities are explored, although there appears to be no unique paradigm for this conversion. Instead, knowledge transfer is explicated in terms of enhancements to on‐line retrieval manipulations, featuring an ever increasing emphasis on such direct forms of information transfer as numerical data retrieval and the retrieval of answer‐indicating passages. A new question‐analyzing procedure, QUANSY, is described which functions with another new technique for information regeneration to provide a start toward genuine knowledge transfer.

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Article
Publication date: 24 August 2012

Toshihiro Ioi, Masakazu Ono, Kota Ishii and Kazuhiko Kato

The purpose of this paper is to propose a method for the transfer of knowledge and skills in project management (PM) based on techniques in knowledge management (KM).

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1427

Abstract

Purpose

The purpose of this paper is to propose a method for the transfer of knowledge and skills in project management (PM) based on techniques in knowledge management (KM).

Design/methodology/approach

The literature contains studies on methods to extract experiential knowledge in PM, but few studies exist that focus on methods to convert extracted knowledge into practical knowledge and transfer it to learners. This research proposes a model of PM skills transfer management, which consists of a PM knowledge extraction phase, PM knowledge recognition phase, practical knowledge transfer phase, and practical knowledge evaluation phase, and examines the model's effectiveness.

Findings

Through multi‐agent simulation (MAS), expert communities for knowledge extraction can be vitalized. A PM skills transfer management maturity model (PMST3M) was proposed that is capable of evaluating PM skills transfer management.

Research limitations/implications

The present work could have considered KSM in‐depth with a view to adding value to the virtualization of community of PM experts.

Originality/value

The paper presents a detailed critique of a knowledge‐management‐based process of transferring PM skills.

Details

Campus-Wide Information Systems, vol. 29 no. 4
Type: Research Article
ISSN: 1065-0741

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Article
Publication date: 30 October 2018

Nobin Thomas

Organizational scholars continue to study “knowledge” as an important organizational resource, and there is a good understanding that knowledge transfer can boost…

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441

Abstract

Purpose

Organizational scholars continue to study “knowledge” as an important organizational resource, and there is a good understanding that knowledge transfer can boost organizational performance significantly. The power of individuals in the knowledge transfer is well established, as they can transfer tacit as well as explicit knowledge. However, recent studies have shown that organizations fail to transfer knowledge adequately. The purpose of this paper is to look at alternative modes of knowledge transfer that are still underexplored in organizations. The author focuses on two modes of knowledge transfer from an individual perspective – analogy and narratives, though often neglected, but can be most powerful for managers in organizations.

Design/methodology/approach

This viewpoint is prepared by an independent writer who has amalgamated several other voices from different researchers/scholars and, finally, adds his own impartial comments and places the articles in context.

Findings

The significant progress that we have made in understanding the various nuances of knowledge transfer now translates to need for focus on areas that still have scope for further inquiry. Based on current literature review, it was found that the two modes of knowledge transfer – analogy and narratives – require greater attention by managers during communicating tacit knowledge, conflict resolution, problem-solving, and organizational change.

Research limitations/implications

Storytelling and analogy allow researchers to translate charts, facts and figures into an engaging narrative that enhances its reach beyond the specialists.

Practical implications

Narratives can be used for indirectly stating uncomfortable truths and rules of the game in a society, and thereby avoid possible conflicts.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Details

Development and Learning in Organizations: An International Journal, vol. 33 no. 1
Type: Research Article
ISSN: 1477-7282

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Article
Publication date: 12 January 2022

Qianwen Zhou, Xiaopeng Deng, Bon-Gang Hwang and Miao Yu

Although knowledge transfer in the context of projects and project-based organizations (PBOs) has gained increasing attention from academia and industry, it is not clear…

Abstract

Purpose

Although knowledge transfer in the context of projects and project-based organizations (PBOs) has gained increasing attention from academia and industry, it is not clear how knowledge transfers from projects to their parent PBOs. This research aims to explore the main factors influencing knowledge transfer from projects to their parent PBOs, and analyze how these factors integrate the transfer process as system components using the system dynamics (SD) method.

Design/methodology/approach

Based on the literature review, investigation and interview, this paper adopts the event analysis to obtain the influencing factors from historical cases and establishes a conceptual model of knowledge transfer from five dimensions, which simultaneously considers the knowledge sender, knowledge receiver and the relationship between the knowledge sender and receiver, knowledge features and transfer context. Then, the relationships between variables in the qualitative model were clarified, and a quantitative model including seven feedback loops was established using the SD model. Lastly, the system simulation and sensitivity analysis of the main parameters were realized in Vensim PLE software.

Findings

The simulation analysis results show that the model can simulate the knowledge transfer process from projects to the PBO to a certain extent. This research fully demonstrates the impact of variables from five dimensions on knowledge transfer and incorporates the knowledge gap and transfer threshold in the research category. Moreover, the rationality of seven feedback loops proposed in the model was verified. And the effects of various factors on the amount of knowledge transferred and the PBO's knowledge stock were examined through sensitivity analysis. Furthermore, recommendations for developing an integrated knowledge transfer mechanism of PBOs and projects to enhance transfer effect are offered.

Research limitations/implications

This research provides other researchers with a systematic understanding of transfer process from projects to PBOs, and insight for further research on knowledge transfer in project and organization contexts. Furthermore, this study guides researchers to focus on the causal processes that constitute knowledge transfer and explores the expected and unexpected phenomena generated over time. However, some variables involved in the transfer process are simplified, and the establishment of a more complex dynamic model needs further research and discussion.

Practical implications

By establishing a simulation model for knowledge transfer from projects to their parent PBOs, this study helps project teams and PBOs grasp the overall picture of the transfer process. Especially, this paper provides target-oriented recommendations for project and PBO managers to implement effective knowledge transfer practices, which have certain practical values for knowledge cultivation, coordination, reuse and innovation in the organization.

Originality/value

This study contributes to knowledge management and project management literature by simulating the knowledge transfer process from projects to their parent PBOs. Additionally, this paper provides a reference for PBO and project managers to establish an integrated knowledge-transfer mechanism in the work process and comprehensively implement effective knowledge transfer practices.

Details

International Journal of Managing Projects in Business, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1753-8378

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Article
Publication date: 27 December 2021

Evangelia Siachou, Ioanna Papasolomou, Eleni Trichina and Alkis Thrassou

This paper aims to systematically review and evaluate extant literature on knowledge acquisition and transfer in international small-to-medium enterprises (SMEs) and to…

Abstract

Purpose

This paper aims to systematically review and evaluate extant literature on knowledge acquisition and transfer in international small-to-medium enterprises (SMEs) and to identify the requisite types of knowledge acquired and transferred in this context. The research further determines the mechanisms enabling SMEs to process this knowledge, unpacks the benefits of both knowledge acquisition and transfer for international SMEs and links them to the market success.

Design/methodology/approach

The research has conducted a comprehensive systematic review of existing literature on market knowledge acquisition and its transfer, in the context of international SMEs, utilizing peer-reviewed articles published in top tier journals without any custom range of time.

Findings

The search strategy resulted in 37 reviewed academic articles, whose analysis identifies and elucidates on the best practices of knowledge acquisition and transfer in the context of international SMEs; the type of the knowledge acquired and transferred; the form and mechanism of the intersection of these processes; and the benefits gained. The findings, crucially, also identify and illuminate extant research gaps and insufficiencies and develop a comprehensive research agenda for the way forward.

Originality/value

The present study offers a uniquely comprehensive perspective on a topic of diachronic and, currently, rising significance to scholars and practitioners alike. Transcending its descriptive value, though, it further identifies extant knowledge deficiencies, it distils and consolidates critical knowledge and prescribes avenues for research towards the growth and development of international SMEs and born globals.

Details

International Marketing Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0265-1335

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Article
Publication date: 16 November 2021

Valdemilson de Assis Alves de Araujo, Isabel Cristina Scafuto, Fernando Ribeiro Serra, Leonardo Vils and Flavio Bizarrias

This study aimed to investigate the effects of internal stickiness (IS) on the success of projects through the perception of managers involved in projects.

Abstract

Purpose

This study aimed to investigate the effects of internal stickiness (IS) on the success of projects through the perception of managers involved in projects.

Design/methodology/approach

This study collected 253 valid responses from project managers, using a validated IS scale and project success scale. The results were analyzed using nonparametric correlation due to the nature of the data.

Findings

The dimensions of success are interrelated, and IS, considering the barriers to knowledge transfer, is negatively related to all of these dimensions. This confirms the importance of the behavior of the individual and the team, rather than only formal processes to avoid IS and positively impact the success of projects.

Practical implications

The tacit and behavioral component of knowledge management needs to be further explored in practice. Project management activities need to pay greater attention to knowledge development, knowledge transfer and learning between those involved in the project and within a company.

Originality/value

The study provides a better understanding of knowledge transfer barriers, represented by the IS construct, to the success of projects. The success of projects depends on the relationship with teams that include members of organizational sectors not related to the existence of permanent project management teams. The relationship contributes to the successful transfer of knowledge between the recipient and the source of knowledge according to the recipient's needs.

Details

International Journal of Managing Projects in Business, vol. 15 no. 1
Type: Research Article
ISSN: 1753-8378

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Article
Publication date: 16 November 2021

Brighton Tshuma, Herman Steyn and Cornelis Cristo van Waveren

This article describes advances in the study of knowledge transfer (KT) in project-based organizations (PBOs). Project management offices (PMOs) have both a moderation…

Abstract

Purpose

This article describes advances in the study of knowledge transfer (KT) in project-based organizations (PBOs). Project management offices (PMOs) have both a moderation role and a mediation role to play in KT between projects. In order to improve KT between projects, this paper explores the mediation role of the PMO in the transfer of knowledge with different levels of articulability. The aim is to improve the usability of transferred knowledge.

Design/methodology/approach

The case study method was used to investigate KT in five-divisional PMOs within a multinational engineering and project management PBO. Fifteen semi-structured interviews were conducted and the results were analysed using ATLAS.Ti (a computer-aided qualitative data analysis software).

Findings

The findings show that it is the way in which the PMO structures knowledge management (KM) infrastructure and processes, which determines the success of its mediation role in the transfer of tacit and explicit knowledge between projects. The articulability of knowledge influences the PMO's mediation role and the PMO's mediation role in turn improves the usability of knowledge, thereby creating a conducive environment for a competitive advantage.

Originality/value

This study offers a framework to assist scholars and practitioners to understand the mediation role of the PMO in the transfer of knowledge with different levels of articulability within the projects environment. Such understanding can improve the usability of transferred knowledge, thereby creating a competitive edge for a PBO. The study shows that the PMO can be used as an instrument for KT between projects, a theme that was not found in literature. The paper thus offers new empirical information.

Details

International Journal of Managing Projects in Business, vol. 15 no. 1
Type: Research Article
ISSN: 1753-8378

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Article
Publication date: 6 October 2021

Felipe Mendes Borini, Leandro Lima Santos, Muhammad Mustafa Raziq, Rafael Morais Pereira and Aldo José Brunhara

This paper underscores how organizational ambidexterity and organizational innovation play differentiated roles in the subsidiary reverse knowledge transfers (RKT). The…

Abstract

Purpose

This paper underscores how organizational ambidexterity and organizational innovation play differentiated roles in the subsidiary reverse knowledge transfers (RKT). The authors argue that both organizational ambidexterity and organizational innovation play a positive but differentiated role in the RKT process in that the former positively influences subsidiary knowledge creation, whereas the latter positively influences subsidiary knowledge transfers.

Design/methodology/approach

Data were collected from 289 foreign subsidiaries operating in Brazil. Hypotheses were developed and tested by applying partial least squares structural equation modeling.

Findings

The results supported the hypotheses and showed that organizational ambidexterity promotes knowledge creation, and that organizational innovation facilitates knowledge transfers.

Research limitations/implications

The paper offers implications with regard to drivers of subsidiary investments and actions of subsidiary managers vis-à-vis the subsidiary objectives of knowledge creation and/or transfers.

Originality/value

Showing the different roles of organizational ambidexterity and organizational innovation, this paper reveals some underlying mechanisms of the RKT process and contributes by explaining the competitive heterogeneity of subsidiaries, with impacts on subsidiary management’s evolutionary and resource dependence perspective.

Details

Journal of Knowledge Management, vol. 26 no. 1
Type: Research Article
ISSN: 1367-3270

Keywords

Open Access
Article
Publication date: 23 September 2021

Jin Suk Park, Jae Yoon Chang and Taehun Lee

This study aims to find how the turnover of host country nationals (HCNs) would be affected by the knowledge transfer from a headquarter to a subsidiary. Knowledge transfer

Abstract

Purpose

This study aims to find how the turnover of host country nationals (HCNs) would be affected by the knowledge transfer from a headquarter to a subsidiary. Knowledge transfer in a multinational corporation (MNC) has been discussed as a critical factor in the MNC’s success. Because HCNs are essential to synergizing with a new knowledge inflow during this knowledge transfer process, their turnover entails negative consequences such as knowledge loss.

Design/methodology/approach

This paper empirically tests the unbalance between knowledge received (KR) and absorptive capacity (AC) as the most critical organizational predictor by using the secondary longitudinal records and survey data of 4,915 employees. Multilevel survival analysis is used to calculate the individuals’ turnover hazard.

Findings

While finding that the primary effect of transferred knowledge is to reduce turnover, the study demonstrates the unbalance between a subsidiary’s AC and KR increases the likelihood of HCNs’ turnover within the organization. The authors also recognize the possibility of nonlinear trends of KR and AC on the turnover hazard.

Originality/value

The authors answer how knowledge transfer shapes a subsidiary’s work environment to prevent or increase turnover, which has been barely examined for HCNs who comprise the crucial demographic group in knowledge transfer. To enhance the originality further, this study empirically observes the actual turnover of HCNs with a conceptually comprehensive view incorporating both learning and political approaches.

Details

Journal of Knowledge Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1367-3270

Keywords

1 – 10 of over 76000