The curve of knowledge transfer: a theoretical model

2019 ◽  
Vol 25 (1) ◽  
pp. 10-26 ◽  
Author(s):  
Pasquale De Luca ◽  
Mirian Cano Rubio
Keyword(s):  
Differential Equation ◽  
Ordinary Differential Equation ◽  
Theoretical Model ◽  
Knowledge Transfer ◽  
Transfer Process ◽  
Content Type ◽  
Positive Effects ◽  
Variation Rate ◽  
Effectiveness And Efficiency ◽  
Amount Of Knowledge

Purpose The knowledge transfer plays a key role in the firm’s capability to develop and to maintain a strategic competitive advantage over time. The capability of the firm to develop an efficient and effective process of knowledge transfer increases the internal skills and then the capability to compete in the business with positive effects on the performance. In order to maximize the effectiveness and efficiency of the knowledge transfer process it must be consider two main variables: the amount of knowledge to be transferred and the speed of the process. In this contest, the purpose of this paper is to developed a theoretical model, defined the knowledge transfer curve, able to evaluate the knowledge transfer process on the basis of its speed. Design/methodology/approach The curve of the knowledge transfer is based on the methodology of the learning curve. The curve of the knowledge transfer process can be evaluated on the basis of two main variables: the first is the content of knowledge to be transferred. It refers to the quality and quantity of the information to be transferred within the firm; and the second is the speed of the knowledge transfer process. It refers to the time in which the knowledge transfer can be realized. The function of the knowledge transfer is defined using ordinary differential equation. Findings There is an inverse relationship between time t and the variation rate r. The higher the variable r, the faster the knowledge transfer toward the level K. Therefore, the variable r measures the efficiency and effectiveness of the knowledge transfer process. On the basis of these considerations, manager must evaluate their policies about the knowledge transfer on the basis of their effects on the variable r: only the policy that increases its value can be considered effective for the knowledge transfer process. Originality/value The originality resides in the development of a theoretical model that is able to capture and measure the effectiveness and efficiency of the knowledge transfer. It is possible to define a curve of knowledge transfer on the basis of these two variables: content of the knowledge to be transferred and the time of the transfer process, by using an ordinary differential equation.

Dual relational embeddedness and knowledge transfer in European multinational corporations and subsidiaries

2018 ◽  
Vol 24 (3) ◽  
pp. 519-533 ◽  
Author(s):  
Alberto Ferraris ◽  
Gabriele Santoro ◽  
Veronica Scuotto
Keyword(s):  
Knowledge Transfer ◽  
Multinational Corporations ◽  
Transfer Process ◽  
Ordinary Least Squares ◽  
Transfer Of Knowledge ◽  
Least Squares Regression ◽  
Content Type ◽  
Positive Effects ◽  
Relational Embeddedness

Purpose This paper aims to investigate the relationship between the level of subsidiaries’ internal and external relational embeddedness and the degree of subsidiaries’ knowledge transfer. More specifically, the aim is to explore dual embeddedness of subsidiaries involved in the knowledge transfer process within multinational corporations’ (MNCs) network. Design/methodology/approach The authors empirically analyse 165 European subsidiaries to demonstrate the crucial role of dual relational embeddedness in the transfer of knowledge within MNCs. Data were collected via a close-ended questionnaire and processed through an ordinary least squares regression model. Findings Results show that internal embeddedness directly and positively influences the degree of subsidiaries’ knowledge transfer, whereas external embeddedness does not. Notwithstanding, a higher level of both types of embeddedness – known as dual embeddedness – generates multiplicative and positive effects on the degree of subsidiaries’ knowledge transfer. Practical implications Best practices and relevant knowledge follow a reverse transfer of knowledge from the subsidiaries to the internal MNC network that is facilitated by the relational embeddedness of subsidiaries. This has resulted in developing a dual embeddedness, which introduces new routines and scripts, as well as more relational links. Originality/value The research emphasises the relevance of the knowledge transfer process in multiple directions, evoking the central role of dual-embedded subsidiaries.

Individual unlearning, organizational unlearning and strategic flexibility

2019 ◽  
Vol 14 (1) ◽  
pp. 2-18 ◽  
Author(s):  
Xiangyang Wang ◽  
Ying Qi ◽  
Yingxin Zhao
Keyword(s):  
Theoretical Model ◽  
Survey Data ◽  
Design Methodology ◽  
Mediating Effect ◽  
Strategic Flexibility ◽  
Content Type ◽  
Positive Effects ◽  
The Relationship

PurposeThe purpose of this paper is to explore the relationship between unlearning and strategic flexibility from the down-up change perspective.Design/methodology/approachDrawing on the routine-updating process, this study builds a theoretical model and examines it using survey data from 233 firms in China.FindingsUnlearning is the enabler to strategic flexibility. Specifically, individual unlearning and organizational unlearning both have positive effects on strategic flexibility. Organizational unlearning exerts a partly mediating effect on the relationship between individual unlearning and strategic flexibility.Originality/valueThe paper examines the different mechanisms of individual and organizational unlearning on strategic flexibility and suggests that unlearning is a useful method or approach for strategic flexibility. In addition, this study is useful to help managers or practitioners determine how to embrace strategic flexibility by unlearning.

scholarly journals Knowledge sharing, knowledge transfer and SMEs: evolution, antecedents, outcomes and directions

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Amitabh Anand ◽  
Birgit Muskat ◽  
Andrew Creed ◽  
Ambika Zutshi ◽  
Anikó Csepregi
Keyword(s):  
Knowledge Transfer ◽  
Knowledge Sharing ◽  
Explicit Knowledge ◽  
Organizational Memory ◽  
Content Type ◽  
Positive Effects ◽  
Long Term Storage ◽  
The Individual ◽  
Context Specific ◽  
Hr Managers

PurposeThe purpose of this paper is to systematically synthesize the extant literature of knowledge sharing (KS) and knowledge transfer (KT) in the small and medium enterprise (SME) context and to contribute with predictions of emerging themes.Design/methodology/approachApplied is a systematic literature review using three bibliometric techniques: (1) textual analysis for keywords and abstracts to identify the research hotspots, (2) co-citation analysis of references to identify the evolution of KS and KT in SME and (3) bibliographic coupling analysis of documents to synthesize antecedents and outcomes.FindingsA conceptual map emerges from the review to reveal the antecedents of KS and KT at the individual, group and organizational levels. The analysis shows the strategic importance of KS and KT for the SME context. Specific findings include: (1) KS and KT are involved in enhancing SMEs strategic focus for human resources, including organizational learning, customer relations, creativity, higher profit and positive effects on operational processes and decision-making. (2) Innovation, trust and performance are identified as central human factors linked to KS and KT in SMEs. (3) Human resource (HR) management research could contribute to KS and KT in the SME domain by exploring KS- and KT-based practices, linking the emergence of innovation and innovative behaviors to these practices, leading to a better understanding of strategies that enable the long-term storage and retrieval of tacit and explicit knowledge as organizational memory in the SME context.Originality/valueThis paper is one of the first to systematically review KS and KT in SMEs and propose a concept map. The research adds value to the growing literature of KS and KT and exposes the need for more specific activities to support SME managers, as well as HR managers, who need to facilitate KS and KT in SMEs.

The micro-processes during repatriate knowledge transfer: the repatriates’ perspective

2015 ◽  
Vol 19 (4) ◽  
pp. 735-755 ◽  
Author(s):  
Anne Burmeister ◽  
Jürgen Deller ◽  
Joyce Osland ◽  
Betina Szkudlarek ◽  
Gary Oddou ◽  
...  
Keyword(s):  
Knowledge Transfer ◽  
Transfer Process ◽  
Organizational Support ◽  
Design Methodology ◽  
Process Model ◽  
Process Models ◽  
Future Research ◽  
Content Type ◽  
Process Perspective ◽  
Practical Implications

Purpose – The purpose of this paper is to add a process perspective to the literature on repatriate knowledge transfer (RKT) and to understand how the knowledge transfer process unfolds in the repatriation context. Thus, this qualitative study uses existing knowledge transfer process models to assess their applicability to the context of repatriation and explain the micro-processes during RKT. Design/methodology/approach – To provide a rich understanding of these processes from the repatriate perspective, critical incidents reported by 29 German and US American repatriates were content-analyzed. Findings – The findings are summarized in a proposed RKT process model, which describes the roles and knowledge transfer-related activities of repatriates, recipients and supervisors as well as their interaction during four transfer phases: assessment, initiation, execution and evaluation. Research limitations/implications – The experiences of repatriates from different geographic areas as well as the perspectives of knowledge recipients and supervisors were not studied but should be included in future research. In addition, future research could test the applicability of the identified micro-processes to different knowledge transfer contexts. Practical implications – Managers can use the findings to facilitate the RKT process more effectively because the type of organizational support offered can be aligned with the changing needs of repatriates, recipients and supervisors during the four identified phases. Originality/value – This is the first study that takes a process perspective to understand RKT. The integration of the current findings with the existing literature can enable a more nuanced view on RKT.

Processes, characteristics, and effectiveness

2015 ◽  
Vol 28 (3) ◽  
pp. 486-503 ◽  
Author(s):  
Hao Shen ◽  
Ziye Li ◽  
Xiuyun Yang
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Content Type ◽  
Management Framework ◽  
Integrative Framework ◽  
Positive Effects ◽  
Transfer Processes ◽  
Knowledge Processes ◽  
Knowledge Management Theory ◽  
Interview Survey

Purpose – The purpose of this paper is to address important but unresolved questions regarding how different knowledge transfer processes and characteristics affect knowledge transfer effectiveness (KTE). This study, which draws on an integrative knowledge management framework, forces us to reconsider successful knowledge transfer within organizations. Design/methodology/approach – The data for this study were obtained through an interview survey of 117 firms in China. The questionnaire was adapted from several previous studies on processes, characteristics, and effectiveness of knowledge transfer. A regression method was conducted to test all hypotheses. Findings – The findings show that both structured and unstructured knowledge processes has positive effects on KTE. Furthermore, knowledge embeddedness and articulability differently moderate the relationship between transfer processes and effectiveness. Originality/value – The paper contributes to knowledge management theory by providing an integrative framework on how organizations can facilitate KTE by conducting appropriate transfer processes aligned with differentiated knowledge characteristics. Further, this study investigates the “fit” between knowledge transfer processes and characteristics.

How does the employee cross-training lean tool affect the knowledge transfer in product development processes?

2016 ◽  
Vol 46 (3) ◽  
pp. 371-385 ◽  
Author(s):  
Stefan Stanica ◽  
Jorge Peydro
Keyword(s):  
Knowledge Transfer ◽  
Product Development ◽  
Theoretical Framework ◽  
Content Type ◽  
Positive Effects ◽  
Transfer Processes ◽  
Cross Training ◽  
Development Processes ◽  
The Cross ◽  
Product Development Processes

Purpose This paper aims to study the challenge of transferring knowledge among product development processes of an research and development department and other departments of the organization. To have a more concise focus on this broad field and having a lean perspective, this paper aims to analyse and identify how the cross-training employee lean tool affects the knowledge transfer processes in the previously mentioned departments. Design/methodology/approach This paper bases its research on a valid theoretical framework which is built to develop an explorative perspective that allows the authors to create and interpret the data collected from the companies through interviews. The paper uses a qualitative perspective by using the expertise of the companies not only to validate and draw conclusions from the studied theoretical framework but also to look beyond it. Findings The companies agree that the implementation of the cross-training employee lean tool will have a positive effect on the knowledge transfer processes in the organizations. Other important advantages that are detected are that this lean tool broadens the knowledge and the competences of employees, and that it helps the company to manage the tacit knowledge. However, some unexpected drawbacks such as the lack of metrics for measuring the knowledge transfer and the strictness of this lean tool were also found. Originality/value No previous research exists that analyses the effect of cross-training lean tool in knowledge transfer processes. This paper identifies such a gap in the literature and is used as the starting point to motivate the use of this tool to improve knowledge transfer processes due to the positive effects of it.

Informal repatriate knowledge transfer: a qualitative analysis of Malaysian corporate executives

2020 ◽  
Vol 8 (1) ◽  
pp. 107-140
Author(s):  
Sabrina Amir ◽  
Tyler G. Okimoto ◽  
Miriam Moeller
Keyword(s):  
Knowledge Transfer ◽  
Transfer Process ◽  
Process Model ◽  
Home Country ◽  
Research Approach ◽  
Content Type ◽  
Informal Knowledge ◽  
Corporate Executives ◽  
Informal Process ◽  
Practical Implications

PurposeThis paper examines how informal knowledge transfer processes unfold during the repatriation of Malaysian executives. The goal is to develop a repatriate knowledge transfer process model, explaining the informal process through which repatriates make decisions about and transfer newly acquired knowledge.Design/methodology/approachGiven the unexplored nature of the informal knowledge transfer process the study investigates, this research adopts an exploratory qualitative research approach using interview data from 10 Malaysian corporate executives over a period of 14 months, covering prerepatriation and postrepatriation stages.FindingsThe findings indicate that from the repatriates' perspectives, the process flows during repatriates' knowledge transfer depend on the ability and motivation of repatriates, as well as their opportunity to communicate the newly acquired knowledge to their home country organization. We likewise learned that the repatriates' ability to overcome repatriate adjustment and knowledge transfer challenges is crucial in order for them to proactively initiate informal knowledge transfer.Practical implicationsThis research is significant as it will assist current and future expatriates to plan and prepare for repatriation and eventual knowledge transfer. The findings will also be useful to organizations that employ repatriates in preparing action plans for repatriation rather than solely focusing on expatriation.Originality/valueResearch and practice formally argue that expatriates are expected to transfer knowledge from the home country organization to the host country organization. While on assignment, expatriates become exposed to various types of new knowledge during the assignment, setting them up to disseminate this newly acquired knowledge to their home country organization upon repatriation – however, knowledge transfer upon repatriation is largely informal. This paper examines how this informal knowledge transfer process unfolds in the repatriation context over a period of 14 months by qualitatively tracing the experiences of 10 Malaysian corporate executives.

scholarly journals The role of geographical distance on the relationship between cultural intelligence and knowledge transfer

2019 ◽  
Vol 25 (1) ◽  
pp. 104-125 ◽  
Author(s):  
Davor Vlajcic ◽  
Giacomo Marzi ◽  
Andrea Caputo ◽  
Marina Dabic
Keyword(s):  
Knowledge Transfer ◽  
Transfer Process ◽  
Cultural Intelligence ◽  
Multinational Companies ◽  
Partial Least Square ◽  
Least Square ◽  
Geographical Distance ◽  
Content Type ◽  
The Impact ◽  
The Relationship

PurposeThe purpose of this paper is to investigate the ways in which the geographical distance between headquarters and subsidiaries moderates the relationship between cultural intelligence and the knowledge transfer process.Design/methodology/approachA sample of 103 senior expatriate managers working in Croatia from several European and non-European countries was used to test the hypotheses. Data were collected using questionnaires, while the methodology employed to test the relationship between the variables was partial least square. Furthermore, interaction-moderation effect was utilized to test the impact of geographical distance and, for testing control variables, partial least square multigroup analysis was used.FindingsCultural intelligence plays a significant role in the knowledge transfer process performance. However, geographical distance has the power to moderate this relationship based on the direction of knowledge transfer. In conventional knowledge transfer, geographical distance has no significant impact. On the contrary, data have shown that, in reverse knowledge transfer, geographical distance has a moderately relevant effect. The authors supposed that these findings could be connected to the specific location of the knowledge produced by subsidiaries.Practical implicationsMultinational companies should take into consideration that the further away a subsidiary is from the headquarters, and the varying difference between cultures, cannot be completely mitigated by the ability of the manager to deal with cultural differences, namely cultural intelligence. Thus, multinational companies need to allocate resources to facilitate the knowledge transfer between subsidiaries.Originality/valueThe present study stresses the importance of cultural intelligence in the knowledge transfer process, opening up a new stream of research inside these two areas of research.

scholarly journals University‐industry collaboration: a CoPs approach to KTPs

2011 ◽  
Vol 15 (4) ◽  
pp. 625-647 ◽  
Author(s):  
Drew Gertner ◽  
Joanne Roberts ◽  
David Charles
Keyword(s):  
Knowledge Transfer ◽  
Transfer Process ◽  
Situated Learning ◽  
Content Type ◽  
Mutual Engagement ◽  
Practice Approach ◽  
Personal Interactions ◽  
Joint Enterprise ◽  
The Uk ◽  
University Industry

PurposeThis article seeks to explore the micro‐dimensions of knowledge transfer partnerships (KTPs) with the aim of developing an appreciation of the personal interactions that facilitate the success of these university‐industry collaborations.Design/methodology/approachEmpirical evidence concerning the operation of three KTPs, collected through interviews with the key partners and the review of relevant documentary material, is analysed through the lens of the communities of practice approach to situated learning.FindingsThe analysis of three case studies provides evidence to support the value of conceptualising the process of knowledge transfer between universities and industry as one of learning taking place within communities in which the development of mutual engagement, joint enterprise and shared repertoires play important roles facilitating successful collaborations. Moreover, the analysis highlights the significance of the boundary spanning roles of the KTP partners in facilitating the knowledge transfer process through engagement in both the university and industry communities.Research limitations/implicationsBy illuminating the dimensions of the inter‐personal interactions involved in the knowledge transfer process the CoPs analysis provides the foundations for recommendations to improve university‐industry KTPs, in particular, and, inter‐organisational knowledge transfer initiatives in general. A limitation of this research is its focus on the UK context. Moreover, given the exploratory nature of this study further research is required to verify the findings reported here.Originality/valueThe article makes an original empirical and conceptual contribution to understandings of university‐industry knowledge transfer collaborations.

Organizational unlearning and knowledge transfer in cross-border M&A: the roles of routine and knowledge compatibility

2017 ◽  
Vol 21 (6) ◽  
pp. 1580-1595 ◽  
Author(s):  
Xiangyang Wang ◽  
Yujuan Xi ◽  
Jingsi Xie ◽  
Yingxin Zhao
Keyword(s):  
Theoretical Model ◽  
Knowledge Transfer ◽  
Mergers And Acquisitions ◽  
Design Methodology ◽  
Direct Influence ◽  
Content Type ◽  
Cross Border ◽  
Congruence Theory ◽  
Medium Level ◽  
Practical Implications

Purpose The purpose of this study is to adopt the perspective of congruence to explore how organizational unlearning facilitates knowledge transfer in cross-border mergers and acquisitions (M&A). Design/methodology/approach Drawing on the congruence theory, this study built a theoretical model and examined it with survey data from 212 firms in China. Findings Organizational unlearning has no direct influence on knowledge transfer. In contrast, it promotes knowledge and routine compatibility that facilitate knowledge transfer. Routine and knowledge compatibility have different mechanisms on knowledge transfer. Specifically, the higher routine compatibility, the more effective is knowledge transfer. When knowledge compatibility is at a medium level, the effectiveness of knowledge transfer is optimal. Practical implications Firms should regard organizational unlearning as a crucial facilitator to knowledge and routine compatibility that promote knowledge transfer. Originality/value This study provides a specific understanding of the relationships between organizational unlearning and knowledge transfer by focusing on knowledge and routine compatibility as the crucial links, and enriches existing literature regarding knowledge transfer.

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