scholarly journals Simulation of Knowledge Transfer Process Model Between Universities: A Perspective of Cluster Innovation Network

Complexity ◽  
2018 ◽  
Vol 2018 ◽  
pp. 1-13 ◽  
Author(s):  
Fang Wei ◽  
Xiao Limin
Keyword(s):  
Knowledge Transfer ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Transfer Process ◽  
Process Model ◽  
Explicit Knowledge ◽  
Potential Difference ◽  
Dynamic Evolution ◽  
Innovation Network ◽  
Knowledge Level

Combined with the basic properties of the cluster innovation network, with the cluster innovation network, which can be composed of different universities that have knowledge potential difference as the research object, the knowledge transfer process is divided into four stages: knowledge externalization, knowledge sharing, knowledge innovation, and knowledge internalization, and the article constructs a knowledge transfer process model through introducing explicit knowledge and tacit knowledge conversion effect mechanism. According to the theory of complex adaptive system, the principle of network connection oriented the knowledge potential difference and the characteristic of the explicit knowledge and tacit knowledge within universities. We research the knowledge transfer process of universities using the system simulation method and focus on the evolution mechanism of the cluster innovation network’s knowledge level at knowledge externalization and knowledge sharing stage. It further reveals the basic topology structure and dynamic evolution law of universities cluster innovation network. We find that both knowledge externalization efficiency and knowledge learning ability have positive correlation with the general knowledge level of network. The evident small-world network characteristic emerges during the dynamic evolution of universities cluster innovation network. Meanwhile, there exists a coupling evolution between the knowledge level of universities and the topology structure of the cluster innovation network.

The impacts of trust and feelings on knowledge sharing among chinese employees

2014 ◽  
Vol 17 (1) ◽  
pp. 21-28 ◽  
Author(s):  
Michael Jijin Zhang
Keyword(s):  
Knowledge Transfer ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
The Other ◽  
Differential Effects ◽  
Other Hand ◽  
Different Types ◽  
Knowledge Seeking

This article examines the differential effects of two types of trust (affect based and cognition based) and two types of feelings (ganqing and jiaoqing) on different knowledge-sharing processes (seeking, transfer, and adoption) among Chinese employees. The influences of these different types of trust and feelings on Chinese employeesʼ propensities to seek, transfer, and adopt explicit and tacit knowledge are also analyzed and discussed. The analysis shows affect-based trust increases knowledge transfer, while cognition-based trust is more important to knowledge seeking and adoption. Affect-based trust alone can facilitate the different processes of sharing explicit knowledge. Effective sharing of tacit knowledge, on the other hand, requires the simul-taneous support from affect-based trust and cognition-based trust. Ganqing and jiaoqing are also important in knowledge transfer and adoption. Either feeling may increase the likelihood to seek, transfer, and adopt explicit knowledge by itself. The influences of both feelings on tacit knowledge seeking, transfer, and adoption hinge on the presence of cognition-based trust.

KNOWLEDGE MANAGEMENT SEBAGAI STRATEGI REVOLUSI PENGETAHUAN PROFESI DHARMADUTA

2019 ◽  
Author(s):  
Heriyanto
Keyword(s):  
Knowledge Management ◽  
Content Analysis ◽  
Knowledge Transfer ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Human Factor ◽  
Explicit Knowledge ◽  
Analysis Method ◽  
Information Communication ◽  
Communication And Technology

The purpose of this article was to describe the knowledge management in dharmaduta profession. Data were collected through various resources such as books and other primary and secondary references. The analysis method that used was content analysis descriptive explanations and had been narratively discussed in depth. The result of this article in form and knowledge management pattern in dharmaduta profession, which can be used to support the assignment and its function. Here are patterns and knowledge management form that have to be implemented by a dharmaduta: Learning for an instructor/ a dharma preacher, knowledge sharing and knowledge transfer for a dharmaduta preacher, knowledge storage and externalization, organisation environment and the implementation of dharmaduta knowledge, explicit knowledge become tacit knowledge and other supportive factor, such as human factor and Information Communication and Technology (ICT).

scholarly journals KNOWLEDGE MANAGEMENT DHARMADUTA

2019 ◽  
Author(s):  
Heriyanto
Keyword(s):  
Knowledge Management ◽  
Knowledge Transfer ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Explicit Knowledge

Tujuan kajian adalah mendeskripsikan bagaimana knowledge management dalam profesi dharmaduta. Data-data dikumpulkan melalui berbagai pustaka, seperti buku-buku dan sumber referensi lain baik primer dan skunder. Untuk selanjutanya metode analisis yang digunakan adalah konten analisis, dengan penjabaran secara deskriptif dan menarasikan kembali secara mendalam. Hasil kajian mendeskripsikan bentuk dan pola knowledge management dalam profesi dharmaduta yang dapat digunakan dalam mendukung dan efektivitas tugas dan fungsi. Pembelajaran untuk dharmaduta, knowledge sharing dan knowledge transfer bagi dharmaduta, knowledge storage dan externalization, lingkungan organisasi dan implementasi knowledge dharmaduta, explicit knowledge menjadi tacit knowledge, dan faktor pendukung tambahan seperti faktor manusia dan Teknologi Informasi dan Komunikasi (TIK) merupakan pola dan bentuk knowledge management yang harus segera diimplementasikan oleh seorang dharmaduta.

The death of distance, revisited: disseminative capacity and knowledge transfer

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Chansoo Park
Keyword(s):  
Knowledge Transfer ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Psychic Distance ◽  
Content Type ◽  
Tacit Knowledge Transfer ◽  
The Relationship ◽  
Moderating Role ◽  
Foreign Parent

Purpose The purpose of this paper is to assess how the transfer of explicit and tacit knowledge is affected by the knowledge disseminative capacity of a foreign parent firm, with an emphasis on the moderating role of psychic distance, by developing and testing a theoretical model of international joint venture (IJV) learning. Design/methodology/approach The author tested the hypotheses with survey data collected from 199 IJVs in South Korea, estimating a structural equation model using AMOS 23.0. Findings The authors found that the capacity of the foreign parent to disseminate knowledge to the IJV has a greater impact on explicit knowledge transfer than tacit knowledge transfer. He also found that the relationship between disseminative capacity and explicit knowledge transfer is significantly moderated by psychic distance, but the relationship between disseminative capacity and tacit knowledge transfer is not. Originality/value The results are critical for IJVs and parent firms seeking to improve knowledge transfer, as they establish the importance of parent firms’ disseminative capacities and the moderating role of psychic distance in the process of both tacit and explicit knowledge transfer. This research addresses the research gap regarding disseminative capacity by providing empirical evidence.

Knowledge Transfer Barriers, Methods, and Timing of Methods

2018 ◽  
pp. 364-386
Author(s):  
Gabriel Szulanski ◽  
Sunkee Lee
Keyword(s):  
Organizational Learning ◽  
Knowledge Transfer ◽  
Tacit Knowledge ◽  
Transfer Process ◽  
Recent Literature ◽  
Knowledge Exchange

In this chapter, we review research on knowledge transfer and integrate it with the broader organizational learning literature. We begin by reviewing the barriers to knowledge transfer in terms of the characteristics of the knowledge transferred, those of the source, those of the recipient, and those of the context in which knowledge is transferred. Then we review methods to facilitate knowledge transfer across organizational units and organizations. Next, based on recent literature that highlights the importance of timing (Szulanski et al., 2016), we explain when and how to use certain knowledge transfer methods. In particular, we summarize a methodology for analyzing these methods based on each method’s affordance for tacit knowledge exchange, and we provide suggestions on how to time the administration of methods depending on the barriers in the knowledge transfer process. We conclude the chapter by discussing possible directions for future knowledge transfer research.

The influence mechanism of rewards on knowledge sharing behaviors in virtual communities

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nan Wang ◽  
Jielin Yin ◽  
Zhenzhong Ma ◽  
Maolin Liao
Keyword(s):  
Intrinsic Motivation ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Self Efficacy ◽  
Virtual Communities ◽  
Explicit Knowledge ◽  
Virtual Community ◽  
Content Type ◽  
Integrated Framework ◽  
Tacit Knowledge Sharing

Purpose The purpose of this paper is to explore the effects of organizational rewards on two forms of knowledge sharing – explicit knowledge sharing and tacit knowledge sharing in virtual communities, and further to explore the mediating effect of intrinsic motivation on the effect of virtual community rewards on implicit knowledge sharing. Design/methodology/approach Based on relevant knowledge sharing theories, this study develops an integrated framework to explore virtual community rewards and tacit and explicit knowledge sharing in a virtual context. This study then collected data from 429 virtual community users in four virtual communities via an online survey. Hierarchical regression analyzes were used to test the proposed research model. Findings The results of this study show that virtual rewards have a significantly positive linear relationship with explicit knowledge sharing but have an inverse U-shape relationship with tacit knowledge sharing in virtual communities. In addition, intrinsic motivations including enjoyment and self-efficacy mediate the relationship between rewards and tacit knowledge sharing. Practical implications This study suggests more virtual community rewards may not always lead to more tacit knowledge sharing. Instead, too many rewards may weaken the motivation for tacit knowledge sharing. Knowledge management practitioners should make full use of the positive impact of self-efficacy and enjoyment to set up appropriate reward incentives to encourage knowledge-sharing, in particular, tacit knowledge sharing and to better manage virtual communities. Originality/value This study explores knowledge-sharing behavior in virtual communities, an important step toward more integrated knowledge-sharing theories. While online communities have become increasingly important for today’s knowledge economy, few studies have explored knowledge and knowledge sharing in a virtual context and this study helps to bridge the gap. In addition, this study develops an integrated framework to explore the mechanism through which virtual community rewards affect knowledge sharing with intrinsic motivation mediating this relationship in online communities, which further enriches the understanding on how to use virtual rewards to motivate knowledge sharing behaviors in the virtual context.

Knowledge Management in Agile Methods Context

2014 ◽  
pp. 1675-1709
Author(s):  
Zaidoun Alzoabi
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Agile Methods ◽  
Face To Face ◽  
Informal Knowledge ◽  
Extensive Documentation ◽  
Development Processes ◽  
Management Techniques

Agile methods are characterized with flexibility, reliance on tacit knowledge, and face to face communication in contrast to traditional methods that rely on explicit knowledge sharing mechanism, extensive documentation, and formal means of communication. In this chapter, the authors will have a look at the knowledge management techniques used in different software development processes with focus on agile methods. Then they will test the claim of more informal knowledge sharing and see the mechanisms used to exchange and document knowledge. The test is on the basis of a survey conducted by Scott Ambler in 2009, where he surveyed over 300 agile practitioners asking them about mechanisms used and in which context every mechanism is applied.

Where Knowledge Management Resides within Project Management

2005 ◽  
pp. 138-154 ◽  
Author(s):  
Jill Owen ◽  
Frada Burstein
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Knowledge Transfer ◽  
Tacit Knowledge ◽  
Crucial Role ◽  
Explicit Knowledge ◽  
Formal Knowledge ◽  
Engineering Consulting ◽  
Insight Into

This chapter explores how an engineering consulting company creates, manages, and reuses knowledge within its projects. It argues that the informal transfer and reuse of knowledge plays a more crucial role than formal knowledge in providing the greatest benefit to the organization. The culture of the organization encourages a reliance on networks (both formal and informal) for the exchange of tacit knowledge, rather than utilizing explicit knowledge. This case study highlights the importance of understanding the drivers of knowledge transfer and reuse in projects. This will provide researchers with an insight into how knowledge management integrates with project management.

The Knowledge Transfer Process

2009 ◽  
pp. 1622-1637
Author(s):  
M. Millie Kwan ◽  
Pak-Keung Cheung
Keyword(s):  
Knowledge Transfer ◽  
Transfer Process ◽  
Process Model ◽  
Current Knowledge ◽  
Empirical Studies ◽  
Product Line ◽  
Management Tools ◽  
The Individual ◽  
Knowledge Management Tools ◽  
Group Product

Knowledge transfer in an organization is the process through which one unit (e.g., group, department, or division) is affected by the experience of another. Yet, experience has shown that transferring knowledge, whether at the individual, group, product line, department, or division level, is usually a laborious, time-consuming, and difficult task. In this article, we review 20 recent empirical studies on knowledge transfer and suggest a fourstage process model to summarize and organize their findings. This resulted in a framework where determinants for success at each stage of the knowledge transfer process are defined. Based on this knowledge transfer framework, we propose a knowledge transfer management system that integrates current knowledge management tools and technologies to support the needs at different stages of the knowledge transfer process.

The Role of Knowledge Sharing in Raising the Task Innovativeness of Systems Analysts

2012 ◽  
Vol 8 (2) ◽  
pp. 1-22 ◽  
Author(s):  
Iris Reychav ◽  
Eric W. Stein ◽  
Jacob Weisberg ◽  
Chanan Glezer
Keyword(s):  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
System Development ◽  
Expertise Sharing ◽  
Individual Level ◽  
Know How ◽  
Systems Analysts ◽  
The Individual ◽  
The Relationship

This study examines the relationship between creativity and innovation at the individual level and how knowledge sharing mediates the relationship between these two constructs. A survey was conducted that measured individual creativity, innovativeness, and four types of knowledge sharing: explicit knowledge and tacit knowledge (e.g., experience, know-how, and expertise) sharing. It was postulated that the type of knowledge mediates the relationship between creativity and the innovativeness of task performance among systems analysts. The results show that creativity was positively related to task innovativeness. This relationship was mediated negatively by explicit knowledge sharing but positively mediated by tacit knowledge sharing based on know-how among project team members. These results have implications for system development and implementation projects.

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