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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 paper…

25185

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.

Details

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

Keywords

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. It is…

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.

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).

1816

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

Keywords

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 organizational…

637

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

Keywords

Article
Publication date: 14 March 2024

Adilah Hisa, Nurul Amirah Ishak and Md Zahidul Islam

This study aims to examine the impact of knowledge and skills acquisition from youth leadership programs on the extent of training transfer. Additionally, it explores the role of…

Abstract

Purpose

This study aims to examine the impact of knowledge and skills acquisition from youth leadership programs on the extent of training transfer. Additionally, it explores the role of self-esteem as a potential intervening mechanism in linking the acquired knowledge and skills to the transfer of training.

Design/methodology/approach

Using a non-probability purposive sampling, data were gathered from participants of youth leadership programs in Brunei. The study hypotheses were validated using multiple linear regression analysis and Hayes PROCESS macro.

Findings

The findings revealed that knowledge and skills acquisition positively affect the extent of training transfer among youth leadership program participants. Moreover, self-esteem is found to be a crucial mediator in the relationship between knowledge and skills acquired from youth leadership programs and the extent of training transfer.

Practical implications

The study suggests that to optimize the transfer of training in the youth leadership programs, relevant stakeholders – training providers, and practitioners – must prioritize not only the knowledge and skills acquisition but also the cultivation of participants’ self-esteem. To achieve this, a primary focus should be placed on the criticality of designing such programs to address these factors. Policymakers, particularly in Brunei, can enhance the leadership pipeline among the youth population and expedite progress toward achieving the national vision by aligning leadership development initiatives with the broader national development agenda.

Originality/value

Collectively, this study enhances understanding of training transfer in youth leadership development, an often-overlooked area in the literature.

Details

Higher Education, Skills and Work-Based Learning, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2042-3896

Keywords

Article
Publication date: 27 February 2024

Qianwen Zhou and Xiaopeng Deng

Despite the knowledge transfer between projects has received increasing attention from scholars, few scholars still conduct comprehensive research on inter-project knowledge

Abstract

Purpose

Despite the knowledge transfer between projects has received increasing attention from scholars, few scholars still conduct comprehensive research on inter-project knowledge transfer from both horizontal and vertical perspectives. Besides, knowledge transfer is affected by multiple antecedent conditions, and these factors should be combined for analysis. Therefore, this paper aims to explore the key factors influencing knowledge transfer between projects using the fuzzy-set qualitative comparative analysis (fsQCA) method from both horizontal and vertical perspectives and how these factors combine to improve the effectiveness of knowledge transfer (EKT) between projects.

Design/methodology/approach

First, nine factors affecting knowledge transfer between projects were identified, which were from the four dimensions of subject, relationship, channel, and context, namely temporary nature (TN), time urgency (TU), transmit willingness (TW), receive willingness (RW), trust (TR), project-project transfer channels (PPC), project-enterprise transfer channels (PEC), organizational atmosphere (OA), and motivation system (MS). Then, the source of the samples was determined and the data from the respondents was collected for analysis. Following the operation steps of the fsQCA method, variable calibration, single condition necessity analysis, and configuration analysis were carried out. After that, the configurations of influencing factors were obtained and the robustness test was conducted.

Findings

The results of the fsQCA method show that there are five configurations that can obtain better EKT between projects. Configuration 3 (∼TN * ∼TU * TW * RW * TR * ∼PPC * PEC * MS) has the highest consistency, indicating that it has the highest degree of the explanatory variable subset. Configuration 1 (∼TN * ∼TU * TW * RW * PEC * OA * MS) has the highest coverage, meaning that this configuration can explain most cases. Also, the five configurations were divided into three types: vertical transfer, horizontal-vertical transfer, and channel-free transfer category.

Originality/value

Firstly, this study explores the key factors influencing knowledge transfer between projects from four dimensions, which presents the logical chain of influencing factors more clearly. Then, this study divided the five configurations obtained into three categories according to the transfer direction: vertical, horizontal-vertical, and channel-free transfer, which gives implications to focus on both horizontal knowledge transfer (HKT) and (VKT) when studying knowledge transfer between projects. Lastly, this study helps to realize the exploration of combined improvement strategies for EKT, thereby providing meaningful recommendations for enterprises and project teams to facilitate knowledge transfer between projects.

Details

Engineering, Construction and Architectural Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0969-9988

Keywords

Article
Publication date: 6 February 2024

Yu-Shan Hsu, Yu-Ping Chen, Flora F.T. Chiang and Margaret A. Shaffer

Integrating anxiety and uncertainty management (AUM) theory and theory of organizing, this study aims to contribute to the knowledge management literature by examining the…

Abstract

Purpose

Integrating anxiety and uncertainty management (AUM) theory and theory of organizing, this study aims to contribute to the knowledge management literature by examining the interdependent and bidirectional nature of knowledge transfer between expatriates and host country nationals (HCNs). Specifically, the authors investigate how receivers’ cognitive response to senders’ behaviors during their interactions becomes an important conduit between senders’ behaviors and the successful transfer of knowledge.

Design/methodology/approach

The authors used the actor partner interdependence model to analyze data from 107 expatriate-HCN dyads. The authors collected the responses of these expatriate-HCN dyads in Shanghai, Taipei, Hong Kong, Vietnam, South Korea, Malaysia, Thailand, Indonesia and India.

Findings

Receivers’ interaction anxiety and uncertainty, as a response to senders’ relationship building behaviors, mediate the relationship between senders’ relationship building behaviors and successful knowledge transfer. When senders are expatriates, senders’ communication patience and relationship building behaviors interact to reduce the direct and indirect effects of both receivers’ interaction anxiety and uncertainty. However, when senders are HCNs, the moderation and moderated mediation models are not supported.

Originality/value

The study contributes to the knowledge management literature by investigating knowledge transfer between expatriates and HCNs using an interpersonal cross-cultural communication lens. The authors make refinements to AUM theory by going beyond the sender role to highlighting the interdependence between senders and receivers in the management of anxiety and uncertainty which, in turn, influences the effectiveness of cross-cultural communication. The study is also unique in that the authors underscore an important yet understudied construct, communication patience, in the successful transfer of knowledge.

Details

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

Keywords

Book part
Publication date: 12 November 2010

Stephie Hsin-Ju Tsai and Mo Yamin

Purpose – This research aims to understand inter-subsidiary innovation transfers from a subsidiary business network perspective. We examine transfer performance with particular…

Abstract

Purpose – This research aims to understand inter-subsidiary innovation transfers from a subsidiary business network perspective. We examine transfer performance with particular interest in the influence of subsidiary business networks in innovation development stage. The moderating effect of knowledge inputs, that is, external and internal business partners, on transfer efficiency and effectiveness are hypothesized.

Methodology/approach – This study utilizes the data of 129 inter-subsidiary transfer projects from 19 multinational corporations. The empirical analysis specifically examines how and to what extent the development partnership – source of knowledge inputs – affects the efficiency and effectiveness of innovation transfer between subsidiaries.

Findings – The results indicate that the source of knowledge inputs influence transfer performance indirectly, but not directly. The impact is made through the dyadic relationship to the transfer performance. The findings complement the literature on innovation/knowledge transfer by incorporating innovation development into scrutiny and gauging transfer efficiency and effectiveness explicitly.

Value of paper – The empirical evidence highlights the significance of dyadic willingness to both transfer efficiency and effectiveness. Its influence to transfer performance exceeds that of dyadic similarity or previous collaboration experience. The result provides useful managerial implications to MNCs headquarters and subsidiaries. The lack of previous collaboration experience or technical similarity may pose the down side for innovation transfer between subsidiaries. But that should not put off the initiatives to conduct innovation transfers. Such problem could be effectively remedied by strong willingness between the dyad. The resources and support that subsidiaries receive could counteract the hurdle of dissimilarity and unfamiliarity.

Details

Reshaping the Boundaries of the Firm in an Era of Global Interdependence
Type: Book
ISBN: 978-0-85724-088-0

Open Access
Article
Publication date: 5 December 2023

Jon Ohlsson

The aim of this paper is to analyze the links between leaders' creation of knowledge in the setting of a leadership development program and the transfer of knowledge to their own…

Abstract

Purpose

The aim of this paper is to analyze the links between leaders' creation of knowledge in the setting of a leadership development program and the transfer of knowledge to their own organizations.

Design/methodology/approach

This is a case study of a leadership development program conducted during 2020–2022. The program was focused on how to lead and manage learning and knowledge processes in organizations, and offered a mix of theoretical perspectives and practical collaborative sessions. Data were collected through interviews and the participants' written reflections on their learning experiences. Total number of interviews was 13.

Findings

Overall the participants showed many examples of how they applied theories and practical tools that they had learned during the program in their own organizations. The participants experienced different types of challenges regarding knowledge transfer, but also potential meta-knowledge transfer through dialogue.

Practical implications

Pedagogical organizing of leadership development point to a need for supplementary dialogue between the leader of the development program and both the participating leader and manager.

Originality/value

This study shows that meta-knowledge transfer is not a simple matter of moving codified knowledge from the development program to new settings. Knowledge about others' knowledge requires and stimulates subject-to-subject relations between people through which new knowledge potential is created. These findings confirm and enhance previous studies that indicate the need for social support for soft-skill knowledge transfer.

Book part
Publication date: 19 October 2020

Joyce S. Osland, Betina Szkudlarek, Gary R. Oddou, Norihito Furuya and Juergen Deller

Knowledge transfer is an important global leader (GL) competency, given their role as knowledge brokers and capacity builders. However, knowledge transfer skills and the transfer

Abstract

Knowledge transfer is an important global leader (GL) competency, given their role as knowledge brokers and capacity builders. However, knowledge transfer skills and the transfer process itself have received scant attention from both global mobility and leadership scholars. Similarly, multinationals have seldom systematically collected and utilized repatriate knowledge, despite the competitive advantage it represents in a global knowledge economy. To fill this gap, an exploratory qualitative study employing critical incidents and interviews with a multi-country sample of 47 German, Japanese, and US repatriates identified variables that facilitate knowledge transfer attempts to the work unit. Our findings corroborate the proposed variables in a conceptual model of the transfer process and articulate the transfer skills that help explain their ability to transfer. Most importantly, our findings introduce an interactive transfer model that explicates the microprocess of transfer in the repatriate–work unit relationship. We conclude with implications for global leadership research and HRM practice.

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