Knowledge for Business (K4B): A University – Business Knowledge Transfer Collaboration Framework

2013 ◽  
pp. 207-210 ◽  
Author(s):  
Phil Fiddaman ◽  
Robert Howie ◽  
Dominic Bellamy ◽  
Claire Higgitt
Keyword(s):  
Knowledge Transfer ◽  
Business Knowledge

scholarly journals Sharing tacit business knowledge between founder and successor in family business: case studies in Vietnam

2018 ◽  
Vol 1 (1) ◽  
pp. 47
Author(s):  
Thanh Trung Pham ◽  
Robin Bell ◽  
David Newton
Keyword(s):  
Knowledge Transfer ◽  
Family Business ◽  
Transfer Process ◽  
Business Case ◽  
Family Businesses ◽  
Tacit Knowledge Transfer ◽  
Common Process ◽  
Business Knowledge ◽  
Transfer Method ◽  
Effective Transfer

<h1>The purposes of this study are to explore in detail the tacit business knowledge transfer process and the effective transfer method from founder to successor in Vietnamese family businesses. This study, using separate interviews of paired founders and successors in five Vietnamese family businesses, aims to contribute to the general understanding of such processes in South East Asian family businesses. This study confirms that the tacit business knowledge transfer process is an on-going process until the founder is unable to continue due to physical or mental health preventing further communication. In addition, it indicates that the mentor-mentee method is the most common method for tacit knowledge transfer process. Storytelling is also a common process; unlike traditional Western SMEs, use of formal documentation tends to be far less prevalent as a way of transferring knowledge. The findings of this study show that not all of tacit business knowledge from the founder is important to the successor. Therefore, a successor needs time spent alone to contemplate each tacit business lesson, before determining whether to absorb it. </h1>

An ERP Implementation Case Study from a Knowledge Transfer Perspective

2000 ◽  
Vol 15 (4) ◽  
pp. 281-288 ◽  
Author(s):  
Zoonky Lee ◽  
Jinyoul Lee
Keyword(s):  
Knowledge Transfer ◽  
Competitive Advantage ◽  
Enterprise Resource Planning ◽  
Business Processes ◽  
Process Analysis ◽  
Resource Planning ◽  
Erp Implementation ◽  
Factors Affecting ◽  
Early Implementation ◽  
Business Knowledge

An enterprise resource planning (ERP) application is an enterprise-wide package that tightly integrates all necessary business functions into a single system with a shared database. An ERP implementation often entails transferring the business knowledge incorporated in the basic architecture of the software package into the adopting organization. This article proposes a new approach to analysing ERP implementations from a knowledge transfer perspective. It also contributes to a better understanding of competitive advantage based on process knowledge when standardized business processes are implemented by an organization. The article begins by identifying the types of knowledge transferred during an ERP implementation and the factors affecting this transfer. It then investigates how conflicts between the business knowledge transferred from the ERP package and the existing organizational knowledge are resolved. During our investigation, we used in-depth interviews, process analysis and documentation analysis in order to analyse an early implementation stage of ERP. The results indicated that the business processes which are incorporated in an ERP package are transferred into an organization along with the business rules inherent in the processes due to process automation, the limited flexibility of such packages and the cross-functional nature of an ERP package. The results also suggested that an organization's adaptive capability concerning role and responsibility redistribution, the development of new types of required knowledge and the introduction of a different knowledge structure influence an organization's ability to internalize these standardized processes into business routines that provide a competitive advantage

scholarly journals Network as an innovation: social innovation—The case of the hospital help

2021 ◽  
pp. 27-39
Author(s):  
Robert Romanowski ◽  
Jakub Jasiczak
Keyword(s):  
Knowledge Transfer ◽  
Social Innovation ◽  
Innovation Process ◽  
System Change ◽  
Social Needs ◽  
Building Relationships ◽  
Organization Model ◽  
Business Knowledge ◽  
Innovation Model

In the chapter, the network innovation is defined in two ways: as networking innovation model and as networking that is the result of innovation. Strategic entities in building relationships for these two approaches are described. Particular emphasis is put on analysis of social innovation process, including six stages, i.e., inspiration, proposition, prototypes, testing, scaling and system change. This process was implemented by Poznań University of Economics and Business Knowledge Transfer Company LTD, while creating The Hospital Help Initiative (WsparcieDlaSzpitala.pl) during Covid-19 pandemic. The aim of the chapter it to diagnose network innovations on the basis of The Hospital Help Initiative (WsparcieDlaSzpitala.pl) coordinated by Poznań University of Economics and Business Knowledge Transfer Company LTD. The case study method was used to show how social needs appeared, how adequate solution was smartly developed by a group of professionals, how the Relationship Team successfully adopted the technology, and finally how the organization model was tested and scaled. This kind of network innovation may stimulate system change in the future.

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