Introduction Success of Knowledge Transfer in an organization is dependent on the efficient transfer and use of knowledge. Employees need specific skills and knowledge to effectively perform their functions. In most organizations, effective utilization of knowledge increases productivity, creates competitive advantage and, ultimately, improves profits. However, efficiently transferring knowledge has proven to be a difficult challenge. The difficulty lies in finding and gathering superior knowledge and then getting employees, managers and departments to use the knowledge. How then is an organization to transfer knowledge to the many individuals who need it to optimize their productivity? This discussion document examines the knowledge transfer challenge and presents an effective method for transferring critical knowledge and identifies knowledge management strategy. More specifically it discusses conditions required for effective knowledge transfer, the current approaches for knowledge transfer, and presents efficient forms of knowledge transfer. Communities of practice in knowledge transfer are also highlighted along with the conditions and charter for effective knowledge transfer. Defining ‘Knowledge Transfer’ Although there are many definitions of knowledge transfer but for the purposes of organizational knowledge management and efficiency it can be defined as: • The fact or condition of knowing something with familiarity gained through experience • The range of one’s information or understanding. Knowledge consists of behavioral attitudes, and those experiences and skills that are developed in individuals that cause them to be consistent and effective when performing functions in the workplace (Seidman. W & ... ... middle of paper ... ...wledge and an understanding of Communities of Practice (CoP) in knowledge share. CoP builds sustainable capacity to innovate through collaboration with the knowledge base in those companies which do not already have the ability to engage in successful open innovation. Effective knowledge transfer through a conversion of tacit knowledge to explicit knowledge can build a sustainable capacity to innovate within an organization and gain an external competitive advantage. The critical success factors of the model in its fullest sense, builds from the identification of actual business needs and challenges to the completion of a project or campaign with reporting, is not a series of separate processes but instead a single integrated model of people, process and machinations with important feedback criteria. The success of knowledge transfer depends on this integration.
Knowledge work according to Raman, (1999), contains activities, which are "information-based, knowledge intensive and knowledge generating" (p. 2). The paper's theme is, "organizations staying ahead of the competition have come to realize knowledge and knowledge workers are their key to success in today's environment where knowledge and information have become commodities" (Raman, 1999, p. 1). This paper's theme traces the historical development of knowledge management and knowledge workers; differentiates between knowledge workers and non-knowledge workers, and illustrate the knowledge workers experience in the author's organization. Knowledge systems contain the potential to increase business value (Bang, Cleemann, & Bramming, 2010).
Hansen M., Nohria N., and Tierney T. (1999), “What’s your Strategy for Managing Knowledge?,” Harvard Business Review (March 1999), 106–16.
T.D. Wilson (2002) makes a point of identifying several sources of articles, references and course syllabi with varying takes on knowledge management within organizations. Wilson is convinced that organizations misuse the terminology “knowledge management” and that their activities are more concerned with managing information than with the management of knowledge (Wilson, 2002). Wilson defines knowledge as involving “the mental processes of comprehension” or, as “what we know” and information as the expression of what we know and can convey through messages (Wilson, 2002). By researching the use of the “knowledge management” Wilson conveys that the terms knowledge and information are used interchangeably, which results in an inaccurate application
... while others enable transfer of best practices. Managers will have to identify potential communities of practice in their organizations and provide them with appropriate infrastructure to reap the long-term benefits of such communities.
...bjectives and realize growth. Knowledge Management Knowledge management plays a key role in ensuring that the different functions and activities of a company are synchronized. In Google’s case, the purchase of Motorola (which has turned out not to have been the best business decision) probably could have been avoided if the knowledge within the company was managed and used better. Knowledge enables a company to create, recognize and distribute opportunities. When every employee of a company contributes his or her part of knowledge into the knowledge pool, it is very beneficial as it contributes to the overall success of the company. Proper application of the available knowledge in a company can offer several competitive benefits to both the company and the employees. Application of accurate knowledge at the correct situation helps a company to make good decisions.
Critical success factors (Rockart, 1979) methodology focuses on identifying key information needs of senior executives and building information systems around those key needs.
In order to survive in the competitive environment of today’s business world, it is imperative for organisations to cope with uncertainty and unrest. The strategies pertaining to survival /coping are the result of accumulated/ acquisition of new knowledge that occurs through learning (Bhaskar & Mishra, 2014). An organisation’s ability in learning, applying and spreading new insight has been persuaded as the fundamental strategic capability (Fiol & Lyles, 1985). Bontis et al. (2002) noted that in order to continue to exist in today’s complex environment, organisations must learn efficiently and effectively. The rate at which individuals and organisations learn is the leading source of competitive advantage (Stata, 1989). Thus, learning is pondered
There are three required components of CoP. Domain Generate and discover new knowledge. It is concerned that the members are expected to go beyond current practice to explore the cutting edge of the domain, to innovate. Community may redefine its boundaries and membership and foster boundary-crossing, possibly working with people from other communities to explore emerging technologies, practices, and ideas.
Shaping knowledge is similar to reevaluating what a person may consider to be true. While this is neither a positive or negative thing, it impacts the progression of the world, in terms of societal cues, which is constantly reliant on continued shared knowledge among individuals. Shared knowledge shapes personal knowledge, and this is done by strengthening personal knowledge or by bringing its validity into question. This is dependent on the individual accepting knowledge. Some people may not have experienced a certain type of situation, so they would
Open innovation opens the doors for a vast array of ideas and suggestions that can help an organization succeed in being innovative. This will allow the organization to hold a competitive advantage when compared to their competition. Organizations who understand the importance of managing technological innovation will have an easier time succeeding than those organizations who feel they are safe and put innovation on the back burner. Managing technological innovation is essential in this day and age, where technology is advancing at a faster than
To this organisation, every problem, difficulty or obstacle it encounters become a source of learning. It thrives on analysis, action and feedback. Similarly, it is able to forecast the future learning needs – the competencies it will require in order to have the strategic and pragmatic advantage over its competitors.
Successful innovation depends on the development and integration of new knowledge in the innovation process (Cassiman and Veugelers, 2002). Both research & development and technology transfer are relating to organization’s knowledge base and productivity, while research & development involves not only innovation but also learning (Hu et al., 2005). Besides doing own research and development, firms should be able to combine different innovation activities and acquiring technological knowledge from other organizations through technology
There are various challenges faced and even more opportunities for organizational behavior to assist workers in improving the workplace as a whole, people skills, productivity, and customer service. Understanding and taking time to learn and educate one’s self is how attitudes develop and affect behavior is a key component to organizational Behavior. The bottom line is that the more tuned into the needs of its employees, the more successful a company is likely to become. A company will absolutely benefit a great deal so long as employees and management alike are able to control and monitor their attitudes for the appropriate
Technology allows and provides the tools and framework to build and support knowledge management within a company. While cultural and organizational changes are vital to achieving knowledge system, a lack in ...
In his view, pure transmission of knowledge from the source to the recipient has no useful value if the recipient does not use the new knowledge. The key element in knowledge transfer is not the underlying knowledge, but rather the extent to which the receiver acquires potentially useful knowledge and utilizes this knowledge in own operations. It is necessary to consider cognitive processes, as the individuals engage in KS, both the sender and the receiver will cognitively process the exchange within the broader strategy, structure, and culture of their organization to help them find meaning. (Lecture 8)